Corona City Council
June 4, 2025

CALIFORNIA
Proposed
Budget
FISCAL YEAR 2026

City of Corona
Digital Budget Book
Proposed Version
City of Corona | Proposed Budget Fiscal Year 2026 Page 1

TABLE OF CONTENTS
Welcome 5
Our Vision & Our Purpose 6
City Council & Executive Team 7
GFOA Award 9
CSMFO Award 10
Introduction 11
Budget at a Glance 12
City Manager's Budget Message 13
Values and Strategic Goals 16
Guide to the Budget Document 18
About the City of Corona 19
Open Data/Transparency Initiatives 27
Citywide Organizational Chart 31
Guide to the City Budget Process 32
Understanding the City Budget 36
City Fund Structure 41
Key Budgetary Assumptions & Changes 42
Consolidated Financial Summary 49
Schedule of Estimated Fund Balance - Governmental Funds 50 Schedule of Estimated Working Capital - Proprietary Funds 52 Budget Overview 53
Revenue - Where Does it Come From? - General Fund 54
Revenue - Where Does it Come From? - All Funds 59
Schedule of Estimated Revenue 61
Expenses - What are Our Costs? - General Fund 64
Expenses - What are Our Costs? - All Funds 66
Personnel Costs 68
Service Adjustments - Operating Budget 71
Measure X Allocation Plan 74
Summary of Expenditures by Fund Type 82
Debt Service Obligations 85
Interfund Transfers 97
Cost Allocation Plan 98
Citywide Positions 100
Operating & Maintenance Projects 116
Operating & Maintenance Projects Overview 117
Capital Improvement Plan 123
Capital Improvement Plan Overview 124
Schedule of Estimated Carryover and New Funding, by Fund 131 Departments 137
City Manager's Office 138
City Manager's Office Budget Detail 143
City Clerk Budget Detail 145
City of Corona | Proposed Budget Fiscal Year 2026 Page 2 Communications Budget Detail 147
Homeless Solutions Budget Detail 149
CDBG/HOME Investment Partnership Budget Detail 153
Corona Housing Authority (CHA) Budget Detail 155
Community Services 157
Airport Maintenance Budget Detail 162
Community Services Administration Budget Detail 164
Events and Programs Budget Detail 166
Facilities and Project Management Budget Detail 168
Facility Maintenance Budget Detail 170
Library Services Budget Detail 172
Parks, Trees & Medians Maintenance Budget Detail 174
Literacy and Community Engagement Budget Detail 176
Special Events & Volunteers 178
Economic Development 180
Airport Budget Detail 185
Economic Development Budget Detail 187
Property Management Budget Detail 191
Elected Officials 193
City Council Budget Detail 196
City Treasurer Budget Detail 198
Finance 200
Finance Administration Budget Detail 204
Successor Agency Dissolution Budget Detail 207
Warehouse Budget Detail 209
Fire 211
Fire Administration Budget Detail 216
Training and Safety Budget Detail 218
Emergency Services Budget Detail 220
Fire Prevention Budget Detail 222
Fire Operations and Suppression Budget Detail 224
General Government/Debt Service 226
Debt Service Budget Detail 228
General Government Budget Detail 229
General Government Utilities for City Facilities Budget Detail 230 Human Resources 231
Human Resources Budget Detail 235
Safety and Training Budget Detail 238
Information Technology 240
Information Technology Administration Budget Detail 245 Contracts/Renewals Budget Detail 247
Geographic Information Systems Budget Detail 249
Mobile Data Computer Budget Detail 251
Projects Budget Detail 253
Radio/Communications Budget Detail 255
Tablets Budget Detail 257
Legal & Risk Management 258
City Attorney's Office Budget Detail 262
Risk Management Budget Detail 265
City of Corona | Proposed Budget Fiscal Year 2026 Page 3 Planning & Development 268
Building Inspection Budget Detail 272
Code Compliance Budget Detail 274
Development Services Budget Detail 276
Inspection Services Budget Detail 278
Land Use Planning & Zoning Budget Detail 280
Plan Check Budget Detail 282
Planning & Development Administration Budget Detail 284 Police 286
Police Administration Budget Detail 290
Police HOPE Team Budget Detail 292
Police Patrol Bureau Budget Detail 294
Special Enforcement Bureau Budget Detail 297
Animal Services and Enforcement Budget Detail 299
Dispatch Budget Detail 301
Investigations Bureau Budget Detail 303
Records Budget Detail 306
Public Works 308
Public Works Administration Budget Detail 313
Public Transport/Emission Reduction Budget Detail 315
Traffic Engineering Budget Detail 317
Transportation Services Budget Detail 319
Signal Operations Budget Detail 322
Capital Improvements Budget Detail 324
Street/Drainage/Sidewalk Maintenance Budget Detail 330
Drainage Quality/NPDES Budget Detail 332
Drainage Maintenance Budget Detail 335
Streetlighting - Districts Budget Detail 336
City Fleet Maintenance Budget Detail 338
Utilities 340
General Services Budget Detail 344
Regulatory Compliance Budget Detail 346
Operations Budget Detail 348
Infrastructure Maintenance Budget Detail 351
Facilities Maintenance Budget Detail 353
Sustainability/Conservation Budget Detail 355
Utility Billing/Customer Care Budget Detail 357
Waste Disposal and Recycling Budget Detail 359
Airport Operations Budget Detail 361
Appendix 364
City Council Budget Resolution 365
Corona Utility Authority Budget Resolution 370
Corona Public Financing Authority Budget Resolution 375 Corona Housing Authority Budget Resolution 380
Annual Appropriations Limit Resolution 385
Budget Glossary 387
City of Corona | Proposed Budget Fiscal Year 2026 Page 4

WELCOME
City of Corona | Proposed Budget Fiscal Year 2026 Page 5 City of Corona | Proposed Budget Fiscal Year 2026 Page 6 City of Corona | Proposed Budget Fiscal Year 2026 Page 7 City of Corona | Proposed Budget Fiscal Year 2026 Page 8 Government Finance Officers Association (GFOA) Award
The City of Corona received the Distinguished Budget Presentation Award from the Government Finance Officers Association of the United States and Canada (GFOA) for the Fiscal Year ending June 30, 2025 Annual Budget. To receive this award, a governmental agency must issue a budget document that meets nationally recognized guidelines for effective budget presentation. The guidelines are designed to assess how well an entity’s budget serves as a policy document, financial plan, operations guide, and communications device.

The City received the GFOA budget award for the last eight fiscal years, starting with the Fiscal Year 2017 Annual Budget. The Fiscal Year 2026 budget document has been prepared with the GFOA guidelines in mind and will be submitted for award consideration.

City of Corona | Proposed Budget Fiscal Year 2026 Page 9 California Society of Municipal Finance Officers (CSMFO) Award The City of Corona received the Operating Budget Excellence Award for Fiscal Year ending June 30, 2025 from the California Society of Municipal Finance Officers (CSMFO). There are two levels of the budgeting award issued by the CSMFO. The first level, Meritorious Award, includes basic budget criteria established by the CSMFO. The second level, Excellence Award, includes additional budget communication criteria that must be met to receive the designation.

The City has been receiving the “Excellence Award” each year since Fiscal Year 2005. The City will submit the Fiscal Year 2026 budget document for award consideration.

City of Corona | Proposed Budget Fiscal Year 2026 Page 10 City of Corona | Proposed Budget Fiscal Year 2026 Page 11 Budget at a Glance
Fiscal Year 2026
Operating Budget by Department Totals $422.7 million (all funds) Department Budget Department Budget
City Manager's Office $11.4M Human Resources $3.2M
Community Services $26.4M Information Technology $17.4M Debt Service $33.9M Legal & Risk Management $13.4M
Economic Development $1.8M Operating & Maintenance Projects $16.6M Elected Officials $0.2M Planning & Development $10.6M
Finance $5.9M Police $65.6M
Fire $40.3M Public Works $23.3M
General Government $36.0M Utilities $116.7M
Capital Improvement Plan Funding Totals $33.6 million (all funds) Facilities, Parks &
Open Space
Streets, Traffic and Storm
Drains
Technology and
Communications
Utilties
$4.0M $13.9M $0.6M $15.1M
Want more details? View the full text of the Budget at our website under Budgets & Annual Reports .

City of Corona | Proposed Budget Fiscal Year 2026 Page 12 City Manager's Budget Message
Jacob Ellis
Honorable Mayor and City Councilmembers:

I am pleased to present the City of Corona’s Fiscal Year (FY) 2026 Budget. This budget underscores our dedication to fostering a resilient and thriving community. As we continue to navigate economic changes, evolving community needs, and strategic growth, this financial plan is crafted to balance our immediate requirements with our long-term aspirations.

The City of Corona is moving forward with bold plans, in spite of uncertain economic conditions and recent supply chain challenges and inflationary pressures. Although optimistic about the future, we remain cautious in our approach. The FY 2026 budget is built on principles of fiscal prudence, sustainability, and adaptability, ensuring we are well-prepared to face unforeseen economic challenges.

The City of Corona 2021-2026 Strategic Plan, adopted by the City Council in February 2021, remains our guiding framework. The Strategic Plan was developed with extensive input from Corona residents and stakeholders, identifying critical issues, needs, and priorities of the community. This plan has successfully directed our actions over the past five years and will continue to do so in its final year, establishing priority goals and outlining actionable steps to achieve them.

The City’s Strategic Plan goals provide the foundation for the FY 2026 budget process. These goals include Financial Stability, a Strong Economy, Sound Infrastructure, a Safe Community, a Sense of Place, and High-Performing Government. Multiple initiatives have been identified for FY 2026 within each category to meet the goals outlined in the Strategic Plan.

City of Corona | Proposed Budget Fiscal Year 2026 Page 13 At its core, the budget allocates funding for essential city services. To ensure the safety and security of our residents, we are investing in the recruitment and retention of skilled personnel, state-of-the-art equipment, and maintaining and improving our high standards for public safety.

Additionally, significant investments are directed towards maintaining and upgrading our transportation infrastructure, including road resurfacing projects, repairs, and traffic management improvements to enhance safety and reduce congestion.

A significant budgetary item is the allocation of funds to expand and improve our parks and recreation facilities. Corona residents have consistently expressed their support for improved access to parks, open spaces, and recreational opportunities. This budget includes considerable funding to improve and maintain existing park facilities and expand recreation programs for all ages.

FY 2025 was a year of significant accomplishments that furthered the goals of the City’s Strategic Plan. One major achievement from FY 2025 was the operation of the Harrison Hope Center, the City’s homeless shelter, dedicated to serving our homeless population. Addressing homelessness remains a community priority, and despite the difficult nature of the work, we are proud of our proactive approach to this ongoing challenge. The FY 2026 budget includes continued funding for the day-to-day operations of the Harrison Hope Center.

Other accomplishments in FY 2025 include:

Reimagined, designed, and delivered a new City website to provide an engaging, user-friendly and well-organized website that provides information to the community.

Completed the renovation of the Heritage Room at the Library.

Completed a Small Business Grants program, funded with American Rescue Plan Act funds, with three grant programs (Entrepreneur, Small, and Downtown Commercial Beautification), awarding 30 small businesses with $10,000 grants and 60 entrepreneurs with $5,000 grants.

Acquired nearly all properties in the South Corona Mall and undertook much needed repairs to replace the parking lot and prepare for new food and beverage offerings there.

Entitled an affordable housing project consisting of 25 permanent supporting housing units and 109 affordable housing units.

Constructed three new playgrounds: Mountain Gate Park, Fairview Park, and Border Park.

Developed a Community Events & CIP Sponsorship Program that provides opportunities for local business and community members to sponsor parks and recreation events, programs, and projects in the City and be recognized for their contributions.

Demolished the old PD building on the corner of 6th and Buena Vista to improve the area around the Historic Civic Center to better support the center as a HUB for the arts.

And much, much more.

Budgetary Highlights
The total proposed budget for FY 2026 includes revenues of $523.3 million and expenditures of $456.3 million. All funds are balanced with current revenues and expenditures, using existing reserves or fund balance as needed. The total budget consists of Fiduciary Funds, Proprietary Funds (Enterprise and Internal Service), and Governmental Funds (General Fund, Special Revenue, and Capital Projects Funds). Only the General Fund is at the full discretion of the City Council for spending appropriations. All other funds are restricted based on the funding source. Please refer to the Revenues section, pages 54-63, for detailed information on funding sources.

For FY 2026, the Capital Improvement Plan (CIP) program includes all potential capital improvement projects utilizing a ten-year time horizon and a prioritized implementation plan. Prioritization scoring guidelines were developed for each project to be scored on a 100-point scale based on the primary functions the project serves. Projects scoring 70 points and above are Tier I projects to be implemented in years 1-3 of the CIP; projects scoring 35-69 are Tier II projects to be implemented in years 4-6 of the CIP; and projects scoring 0-34 are Tier III projects to be implemented in years 7- 10 of the CIP. This program ensures wise investment in capital projects for well-maintained infrastructure for current and future generations.

For FY 2026, new investments in capital improvement projects total $33.6 million. This investment will fund projects in the following categories:

Facilities, Parks & Open Space - $4.0 million
Streets, Traffic & Storm Drains - $13.9 million
Technology & Communications - $0.6 million
Utilities - $15.1 million
Significant project investments include $11.9 million for Citywide Street Pavement Rehabilitation, $5.3 million for Potable Waterline Replacement Projects, $2.8 million for Water Reclamation Facility #2 Equalization Basin Replacement, and $2.5 million for WRCRWA Booster Pump Station. Please reference the ‘Capital Improvement Plan’section, pages 123-136, or the separate ten-year planning document for project details.

Budgetary Changes
The revenue budget for FY 2026 is $523.3 million, representing an increase of $70.6 million compared to the FY 2025 revenue projections. When compared to the FY 2025 adopted budget, revenue estimates are increasing by $68.6 million, from $454.7 million in FY 2025 to $523.3 million in FY 2026. The most significant increase, $44.2 million, is in the Capital Projects Fund Type. The second largest change is an increase of $14.4 million in the General Fund. The Enterprise Fund also saw an increase of $13.6 million. The only Fund Type that decreased is the Special Revenue Fund, by $10.5 million.

City of Corona | Proposed Budget Fiscal Year 2026 Page 14 The expenditure budget for FY 2026 totals $456.3 million, a decrease of $9.3 million compared to the adopted FY 2025 budget. The net change is based on increases of $17.1 million in personnel costs, $0.3 million in Claims Expense, $1.1 million in Utilities, $0.4 million in Debt Service, and $3.9 million in Operating & Maintenance Projects, while there are decreases in the following categories: $0.2 million in Capital Outlay, $9.4 million in Contractual, $0.2 million in Materials and Supplies, and $22.3 million in Capital Improvement Projects.

There is an additional 8.52 FTE included in the FY 2026 budget. These increases align with the City’s six Strategic Plan goals. Please reference the Citywide positions overview section on pages 100-115 for a complete list of positions added.

Challenges
In addition to the City’s many accomplishments, there are also challenges the City continues to address.

Unfunded pension liabilities. With the issuance of pension obligation bonds in 2021, the City implemented a bold, definitive plan to eliminate its legacy unfunded pension liability in 13 years or less. Staff will continue to be vigilant and proactively manage this issue, guided by the Pension Management Policy. As each fiscal year closes, financial statements are presented to the City Council. Based on year-end results, recommendations will address any new unfunded pension liabilities through contributions directly to CalPERS or via the Pension Stabilization Trust. The pension obligation bonds and the Pension Management Policy will help provide long-term financial stability for the City.

Asset management planning. The City does not have a comprehensive asset management plan, resulting in a reactive approach to maintaining and replacing public infrastructure assets. The development of the initial plan is underway and anticipated completion is during FY 2026. The plan will identify all major City assets in one centralized system to help plan maintenance schedules to prolong the life of the assets and ensure the highest quality infrastructure at the lowest possible long-term price.

Sixth Street Corridor/Downtown Revitalization. The revitalization of the Sixth Street Corridor and Downtown remains a top priority for the City of Corona and aligns with the City’s Vision for a safe, vibrant, and family-friendly community. After extensive community outreach, engagement, market studies, and strategizing, the City’s Downtown Revitalization Plan continues to guide these efforts. The Plan addresses public safety concerns, deteriorated infrastructure, and the need for community events and programming, to achieve its ultimate goal of creating a thriving, vibrant destination for residents and visitors alike. Multiple efforts are underway, including the revitalization of the South Corona Mall, redevelopment of the North Mall, Sixth & Main Street Beautification, City Park Revitalization, gateway signage, iconic Downtown signage, Historic Civic Center Renovation, and streetscape enhancements along Sixth Street.

In preparing this budget, we remain committed to transparency and accountability in our budgeting process and will continue to provide regular updates on the implementation and outcomes of funded initiatives.

The FY 2026 budget is a balanced, forward-looking plan addressing current needs while laying the foundation for a prosperous future. Crafted with the understanding that our city’s strength lies in its people, our goal is to ensure every resident can thrive in a safe, healthy, and vibrant community.

I extend my gratitude to the City Council, our dedicated staff, and the engaged citizens who have contributed to this comprehensive budget process.

Respectfully Submitted,
Jacob Ellis
City Manager
City of Corona | Proposed Budget Fiscal Year 2026 Page 15 City of Corona | Proposed Budget Fiscal Year 2026 Page 16 City of Corona, CA 2021-2026 Strategic Plan 
City of Corona | Proposed Budget Fiscal Year 2026 Page 17 Guide to the Budget Document
The budget document is designed to communicate the cost of providing services and the associated revenues accurately and openly.

The budget document for Fiscal Year 2026 is divided into the following sections:

Introduction
The budget document starts with the Budget at a Glance and the transmittal letter by the City Manager. Also included in this section is the demographic information for the City of Corona, transparency initiatives, and details about the budget process and the budget document.

Citywide Budget Overview and Financial Summaries
The Citywide Budget Overview and Financial Summaries section includes an overview and analysis of multiple parts of the City’s total budget. This section includes discussion about the key budgetary assumptions for both expenditures and revenues for Fiscal Year 2026 as compared to Fiscal Year 2025. In addition, there are schedules that provide the details of fund balance and working capital changes, revenue estimates, budgeted expenditures, service level changes, debt service obligations, interfund transfers, cost allocation plans, and position changes. Information on the allocation of Measure X funds can also be located in this section.

Operating & Maintenance Projects
The Operating & Maintenance Projects section includes the budget information for the operating & maintenance projects. The section provides a Schedule of Estimated Carryover and New Funding by Fund that provides a breakdown of continuing appropriations and new approved funding for Fiscal Year 2026.

Ten-Year Capital Improvement Plan
The Ten-Year Capital Improvement Plan section includes the budget information for the capital improvement projects. The overview provides a highlight of projects approved for funding in Fiscal Year 2026. Additionally, there is a Schedule of Estimated Carryover and New Funding by Fund that provides a breakdown of continuing appropriations and new approved funding. For additional project details, please reference the City of Corona’s Ten-Year Capital Improvement Plan document for Fiscal Years 2026 to 2035, available on the Finance page of the City’s website. Capital Improvement Plan .

City Departments
The City Departments section provides department mission statements, descriptions of program activities, accomplishments for Fiscal Year 2025, goals for Fiscal Year 2026, department organization charts, financial summaries by category and funding sources, and workload/performance measures. The information is organized alphabetically by department.

Appendix
The Appendix section includes the budget resolutions adopted by the four authorities associated with the City of Corona: Corona City Council, Corona Utility Authority, Corona Housing Authority, and Corona Public Financing Authority. The GANN resolution is also a part of this section. In addition, there is a glossary that contains acronyms and terms to assist with understanding the discussion of the budget document.

City of Corona | Proposed Budget Fiscal Year 2026 Page 18 Corona - Past and Present
The City of Corona is located approximately 45 miles southeast of Los Angeles in western Riverside County. The community is ideally situated at the base of the mountainous Cleveland National Forest on an alluvial plain leading down or north to the Santa Ana River.

The mean temperature in January has averaged 51.6 degrees, and in July 74.8 degrees. Rainfall averages 2.71 inches in January and .01 inches in July. Corona is a General Law City. Five Corona citizens make up the Corona City Council and each is elected to a four-year term of office.

Historically, the area has many significant features: The Luiseno Indians, the site of the first Spanish family to settle in Riverside County, the Temescal Tin Mines, and some of the best clay and mineral deposits in the United States. The City is also renowned for its circular Grand Boulevard where international road racing events once took place. Other business firsts include: the first United States lemon processing plant built in 1915; and the world’s largest cheese plant, which opened on Lincoln Avenue in 1985 on land where the Desi Arnaz horse ranch once stood. The local Luiseno Indians were known as hunters and gatherers. They hunted for such animals as bears, snakes, rodents, coyotes, rabbits, birds and fish. They made straw baskets from wild grasses, constructed clay containers and gathered acorns, seeds, wild berries, and roots for food. These Native Americans were very clean and used the hot waters and natural springs in the Temescal Canyon to bathe on a daily basis and as part of their religious ceremonies. Current residents and visitors still enjoy the rejuvenating mud baths and hot springs at the Glen Ivy resort. Luiseno religious ceremonies were strictly followed and remnants of some of their artistic pictographs and petroglyphs can still be found on some of the rocks in the undeveloped areas.

These Shoshonean Indian tribes came under the influence of the Spanish settlers at the Mission San Luis Rey, and they were given the name Luiseno. As Spanish settlement progressed inland, the land was soon taken over by the Spanish ranchos. Sheep and cattle dotted the hills of the ranchos run by the Serrano, Cota, Sepulveda and Botiller families. Remnants of the Serrano tanning vat are still found on Old Temescal Canyon Road. This is also the route that was taken by the Butterfield State Route that brought many Americans to California along the southern route between 1858 and 1861. Plaques marking the sites of Indian petroglyphs, the Butterfield Stage stops and the Serrano adobe and tanning vats are still found along this road.

In 1886, developer Robert Taylor persuaded his partners: Rimpau, Joy, Garretson and Merrill to form the South Riverside Land and Water Company. Together they raised approximately $110,000 to purchase approximately 12,000 acres of good agricultural land.

Taylor realized the importance of water for the soon to be developed community, and additional funds were used to ensure that sufficient water rights were obtained. Taylor hired Anaheim engineer H. C. Kellogg to design a circular Grand Boulevard three miles round. Early residents used to parade their fancy buggies on this circular street that enclosed the main functions of the community:
schools, churches, residences and stores. To the north along the railroad tracks were the manufacturing plants and packing houses.

The southern end of town was left to the citrus industry, and mining companies were established just outside the city’s southeastern and eastern city limits.

The town’s founders initially named their development South Riverside after the successful citrus community of Riverside, just a few miles away. In 1896, there was a movement to incorporate and change the town name. The citizens were anxious to
establish their own identity and did not want to be considered an extension of the City of Riverside. On July 26, 1896, an incorporation vote was successful and the City of Corona’s date of incorporation was July 13, 1896. The name "Corona" was suggested, standing for the circle within the City and the connotative crown.

City of Corona | Proposed Budget Fiscal Year 2026 Page 19 During the teens and twenties, Corona citizens built numerous churches, a library and a new city hall. By 1915, the production of lemons was exceeding national demand, and local
businessmen worked together to form the first Lemon Exchange By-Products Company in the United States. Located on Joy and the railroad tracks, this cooperative was eventually bought out by Sunkist. In 1954, they employed more than 700 people and marketed a variety of lemon products for worldwide
distribution. The plant produced citric acid, lemon oil, lemon juice and pectin, which helped Corona to gain the nickname “Lemon Capital of the World.” As housing developments began to overtake the Southern California citrus orchards, Sunkist found that the lack of a local supply was forcing them to move.

They closed the Corona plant in 1982.

Mining has always played a secondary but vital role in the more prominent citrus industry. Now that citrus has declined and the mines remain, they have again become a focal point in the Corona industry. Historically, this area was known for having the only productive tin mine in the country, and it produced tin until 1893. Other more successful mining ventures included the Minnesota Mining and Manufacturing Company (previously Blue Diamond Mine), the Pacific Clay Company (organized in 1886), Redlands Clay Tile, Maruhachi Ceramics, Monier Roof Tile and US Tile. By 1954, the city had more than 11,000 inhabitants and was home to such industries as the Corona Clipper Company, Liston Brick Company, Borden Food Products, and Tillotsen Refractories. The only oil wells in Riverside County were located in the hills just northwest of the town.

During the 1980s, both Southern California and Corona began to grow. The Riverside Freeway (Highway 91) was constructed through Corona in 1962. Downtown Corona went through urban renewal in the late 60s and 70s, razing the old and putting in a new downtown. By 1989, I-15 was constructed on the east of town, and the development of Sierra del Oro, Corona Hills, and South Corona were put into full gear. New commercial developments began opening on Lincoln Avenue, McKinley Avenue, and in Sierra del Oro.

Price Club, Walmart, and the new auto mall became important parts of the City’s revitalization plan. In June 1993, the City opened the newly redone Corona Public Library at 650 South Main Street with 62,300 square feet of space. The new library not only devoted the usual space to adult and children’s services, but added a Friends of the Corona Public Library bookshop, exhibit gallery, Heritage Room, community meeting rooms, study rooms and an adult literacy program, along with expanded automated technology.

Additional plans for revitalizing downtown were addressed at an October 1995 community charette. By 1996, Corona’s population had topped 100,000 people. There were 32 Corona parks, a Senior Center, gymnasium, and 30 schools in the Corona/Norco Unified School District.

Written by Gloria Scott Freel, former Senior Librarian
County
County of Riverside, established May 4, 1886
Population
159,157 (Source: California Department of Finance, Estimate January 2025)
School Districts
Corona-Norco Unified School District
www.cnusd.k12.ca.us
Alvord Unified School District
www.AlvordSchools.org
Area and Location

39.94 sq. miles at the upper end of Santa Ana River Canyon + Santa Ana Mountains. Located adjacent to Orange County at the junction of the 91 and 15 freeways.

Climate
A Mediterranean climate with mild winters and hot summers.

City of Corona | Proposed Budget Fiscal Year 2026 Page 20 Government
The City of Corona is a General Law City with a Council-Manager form of government. The City Council is elected by district, following the district map available on the City's website. The mayor and Vice Mayor positions rotate annually, with the selection made by the City Council each December. District elections and city-wide elections, including those for the City Treasurer, are held periodically. For more specific information about districts or elections, please visit the City's website at www.CoronaCA.gov and search for 'district' or 'election'.

City of Corona | Proposed Budget Fiscal Year 2026 Page 21 Demographic Profile
The City of Corona's population consists of 27% of persons who are under the age of 20 years and 12% are 65 years or over. The average median age is 35 years old. (Source: Applied Geographic Solutions)
The median household income in Corona is $110,199.

Approximately 54% of households make over $100,000 and
about 20% of households make less than $50,000 annually. (Source: Applied Geographic Solutions)
The chart outlines the City’s ethnic diversity.

Education
There are 38 public and private colleges within a 90-mile radius of the City of Corona, including California Baptist University; California State University, San Bernardino; Norco College; La Sierra University; Riverside Community College; and the University of California, Riverside.

Approximately 85% of the Corona population has a high school diploma or higher. Only about 7% of the population has an education level less than 9th Grade. (Source: Applied
Geographic Solutions)
Housing
According to the California Department of Finance January 2025 estimate, there are 51,256 housing units in Corona. 49,731 homes are occupied with 3.18 persons per household.

The median sales price for homes in Corona for March 2025 was $765,000.
(Source: Realtor.com; median sales price was based on singlefamily, condo and townhome properties) City of Corona | Proposed Budget Fiscal Year 2026 Page 22 Parks & Open Space
Description Count
Total Park Acreage 389
Total Trails/Open Space Acreage 305
Playgrounds 27
Baseball/Softball Diamonds 36
Soccer/Football Fields 18
Community Centers 7
Library & Recreation
Description Count
Libraries 1
Number of Library Visits 221,680
Volumes in Collection 206,357
Circulation (Volumes Borrowed) 397,511
Number of Recreation Program/
Event Participants 1,058,337
City of Corona | Proposed Budget Fiscal Year 2026 Page 23 Fire
Description Count
Fire Stations 7
Sworn Fire Personnel 123
Emergency Responses 15,967
Fires Extinguished 402
Police
Description Count
Police Stations + Zone Offices 3
Sworn Police Personnel 165
Patrol Units 77
Physical Arrests 2,818
Parking Violations 6,981
Traffic Violations 11,100
City of Corona | Proposed Budget Fiscal Year 2026 Page 24 Transit
Description Count
Number of Fixed Route Minibuses 7
Number of Dial-A-Ride Minibuses 13
City Infrastructure
Description Count
Strees and Alleys (miles) 464
Streetlights 14,976
Traffic Signals 191
Water Main (miles) 734
Water Storage Capacity (millions of gallons) 55
Sanitary Sewer (miles) 458
Storm Sewers (miles) 181
Treatment Capacity (millions of gallons) 16
Average Daily Sewage Treatment (millions of
gallons) 11.7
New Water Connections 374
Average Daily Water Consumption (millions
of gallons) 24.9
Potholes Filled (square feet) 19,889
City of Corona | Proposed Budget Fiscal Year 2026 Page 25 Comparative City Information
Name of City Fiscal Year
Number of
Employees Population
Estimated General
Fund Revenues
Estimated General
Fund Expenditures
Expenditures Per
Capita
Corona 2024-25 923 159,157 $225,498,985 $221,736,130 $1,393 2023-24 908 156,615 $212,511,735 $201,826,728 $1,289
2022-23 878 159,567 $194,828,187 $182,509,502 $1,144
2021-22 837 159,377 $411,672,038 $161,699,301 $1,015
2020-21 754 156,778 $148,705,450 $154,124,263 $983
2019-20 730 169,454 $139,866,118 $135,998,844 $803
Lake Elsinore 2024-25 215 73,783 $71,173,350 $71,173,350 $965 2023-24 212 71,452 $68,157,933 $66,585,063 $932
2022-23 183 71,973 $58,935,767 $58,044,761 $806
2021-22 175 71,615 $56,583,350 $52,952,565 $739
2020-21 140 64,762 $47,882,184 $45,202,392 $698
2019-20 136 63,453 $42,225,782 $42,311,820 $667
Riverside 2024-25 2,736 320,337 $356,463,138 $361,032,915 $1,127 2023-24 2,668 318,858 $318,229,147 $311,113,181 $976
2022-23 2,627 317,847 $302,490,761 $304,938,757 $959
2021-22 2,577 317,261 $286,973,197 $286,973,197 $905
2020-21 2,550 317,847 $289,400,000 $262,100,000 $825
2019-20 2,532 324,302 $276,400,000 $280,600,000 $865
Temecula 2024-25 199 112,220 $110,793,147 $107,108,195 $954 2023-24 198 108,700 $138,480,475 $143,109,707 $1,317
2022-23 196 108,899 $144,924,798 $139,646,241 $1,282
2021-22 178 109,925 $133,795,830 $105,645,373 $961
2020-21 173 112,771 $119,353,336 $91,974,475 $816
2019-20 177 111,970 $100,394,398 $90,566,062 $809
Norco 2024-25 123 25,221 $31,420,480 $31,373,857 $1,244 2023-24 122 25,398 $28,809,595 $31,073,552 $1,223
2022-23 121 25,042 $24,889,819 $27,810,978 $1,111
2021-22 111 26,077 $21,746,926 $21,929,980 $841
2020-21 99 26,604 $22,182,269 $21,766,184 $818
2019-20 95 27,564 $21,645,519 $21,645,519 $785
Moreno Valley 2024-25 533 210,823 $155,190,489 $155,185,813 $736 2023-24 531 207,146 $169,532,496 $164,910,799 $796
2022-23 463 208,289 $161,326,241 $161,721,140 $776
2021-22 447 209,407 $136,693,576 $127,385,754 $608
2020-21 426 209,426 $122,004,499 $106,113,032 $507
2019-20 429 208,838 $114,002,121 $109,264,995 $523
Murrieta 2024-25 467 111,789 $103,819,638 $100,574,738 $900 2023-24 466 119,182 $106,549,851 $90,448,901 $759
2022-23 432 109,177 $100,001,063 $78,224,768 $716
2021-22 431 109,998 $88,827,370 $67,613,815 $615
2020-21 407 111,183 $81,447,222 $71,149,130 $640
2019-20 355 115,172 $71,716,032 $53,467,907 $464
City of Corona | Proposed Budget Fiscal Year 2026 Page 26 Open Data/Transparency Initiatives
About the Open Budget Initiative
The City of Corona is committed to transparency and promoting an environment of openness in regard to the inner workings of local government. To do that well, we are clearing pathways to promote an understanding of the allocation of public funds in the City budget. This is core to the promise of a readily available government which invites public participation and keeps itself accountable for the objectives and strategic goals which are developed as a result of this partnership.

Through www.OpenDataCorona.com, readers can explore data sets directly exported out of the City’s financial system. The web portal is mobile-friendly, encouraging citizen access and outreach.

City of Corona | Proposed Budget Fiscal Year 2026 Page 27 The ‘Open Budget’ application is a guided view of the financial complexities of the City’s operating budget and presents ordinarily dense data in an interactive and easy-to-understand way. Users can also view an interactive map of capital projects currently in progress. The datasets include the adopted operating budgets, capital project budgets, and revenue estimates. Also included are expenditure and revenue actuals which are updated on a weekly basis.

The ‘Open Checkbook' dataset includes payments made to vendors via the City’s accounts payable system. A search bar enables viewing across multiple categories.

City of Corona | Proposed Budget Fiscal Year 2026 Page 28 Open Payroll
The City of Corona regularly provides employee salary and benefits information to multiple agencies, including the State of California.

For historical information on this, please visit the State Controller website at www.sco.ca.gov or Transparent California at www.TransparentCalifornia.com.

Balancing Act/Taxpayer Receipt
In October 2017, the City introduced the Citizen Tax Receipt and Balancing Act budget engagement applications. The applications are designed to make the budget more interactive and transparent to residents. Both applications are available in English and Spanish.

The Citizen Tax Receipt application is intended to provide an estimate to Corona residents on where their tax dollars go. Sales and property tax funds are spent on City services such as fire, police, library, parks, street maintenance, administration, and public works.

Sales and property taxes are split among several different entities, including the county and school districts. By simply entering your age, income, and the value of your home (if applicable), the tool will show you an estimate of your tax bill and where the money is spent. The application calculates taxes on real estate and estimates taxes on restaurant meals and sales tax activity, based on age and income. It does not include fees for water, sewer, trash, and storm water.

After reviewing the Tax Receipt Estimates, residents are given the opportunity to engage in budget allocations by utilizing the Balancing Act application. This portion provides a graphical representation of the General Fund budget. The simulator allows residents to adjust revenues and expenditures to create a balanced budget, while providing feedback on service and spending priorities which the City can use as it develops future budgets.

Open Data Dashboards - Corona Open Performance
In July 2018, the City of Corona launched Corona Open Performance - open data dashboards, powered by Socrata. The dashboards are a way for people to make sense of large amounts of data in a visual format. Site users can download the data sets in spreadsheets, flag data sets to watch or compare, create visualizations, such as maps, charts, and graphs, as well as embed the data into their websites.

There are many data sets available for consumption that cover a variety of City operations, such as library and recreation patronage, social media, SeeClickFix, finance, police and fire activity, and transportation.

The Corona Open Performance platform will continue to evolve as goals and objectives are set and the City works towards achieving those long-term performance management targets. The City will continue to release additional data sets as they become available.

Please visit the Corona Open Performance page at http://Corstat.CoronaCA.gov .

City of Corona | Proposed Budget Fiscal Year 2026 Page 29 Get Involved & Join the Conversation
The first step in getting involved is getting to know the City of Corona – what we do, and what it takes to provide city services. We invite you to explore the online tools for yourself by visiting the following web pages:

Open Budget: http://www.opendatacorona.com/#!/year/default  Open Checkbook: http://checkbook.opendatacorona.com 
Balancing Act and Taxpayer Receipt: https://coronaca.abalancingact.com/  Corona Open Performance: http://Corstat.CoronaCA.gov 
City of Corona | Proposed Budget Fiscal Year 2026 Page 30 Citywide Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 31 Guide to the City Budget Process
Building the Budget
The budget is a communication tool which accurately and openly explains the cost of providing services to the community and other public agencies. In addition, it establishes the foundation of effective financial planning. The budget is a resource planning document, with City staff and monetary support as its primary tools for achieving its goals. It establishes fiscal controls and is the legal limit for spending. The Proposed Fiscal Year (FY) 2026 budget is being presented to the City Council on June 4, 2025.

Significant Budget Policies & Guiding Principle
The Corona Municipal Code, Chapter 2.04.060 requires that the City Manager prepare and submit the Annual Budget to the City Council for approval.

Under policy directive and guidance, the budget is developed based upon:

Guidance and policy direction are provided by the City Council through the City Manager and to his/her executive leadership team.

Long-term financial plan which reviews at least 3 years of actuals with a 5-year economic and financial outlook.

The 2021-2026 Citywide Strategic Plan.

Federal, State, and Local law and emerging issues.

The City Strategic Plan outlines six major goals, which should be the City's primary focal points for investment.

City of Corona | Proposed Budget Fiscal Year 2026 Page 32 Balanced Budget
The City is required to maintain a balanced budget. The total of budgeted expenses and transfers out shall not exceed the total of estimated revenues, transfers in, and use of any one-time funding or fund balance (including reserves). In Fiscal Year 2026, also included are some grant funded projects that will be reimbursed in future fiscal years. This information is summarized on the Schedule of Estimated Fund Balance Change.

Constitutional Spending Authority / Annual Tax Appropriations Limit (Gann Limit) In November 1979, California voters approved Proposition 4 (Gann Initiative) and added Article XIIIB to the California State Constitution. In 1980, the State Legislature added Dvision 9 (commencing with Section 7900) to Title I of the Government Code to implement Article XIIIB. This legislation required the governing body of each local jurisdiction in California to establish an Annual Tax Appropriations Limit (Gann Limit) on or before June 30th for the following fiscal year. The Gann Limit was based on actual appropriations during the Fiscal Years 1978-1979 and was increased each year using the growth in population and inflation.

On June 5, 1990, California voters approved Proposition 111, amending Article XIIIB. Proposition 111 allowed local jurisdictions to choose the annual adjustment factors. The adjustment factors included the growth in the California per capita income, or the growth in the non-residential assessed valuation due to construction within the city and the population growth within the county or the city.

Appropriations in the Annual Budget comply with the City’s appropriation limit as calculated in accordance with Article XIIIB of the Constitution of the State of California and Government Code Section 7900 (Gann Appropriation Limit), which limits growth in appropriations to a percentage increase in the cost of living as well as the City’s population.

The City Council will adopt a resolution on June 4, 2025, that established the City's Tax Appropriations Limit for Fiscal Year 2026 at $200,810,708. With an appropriations limit of $783,318,153, the City of Corona's expenditure budget is $327,020,780 under the appropriation limit. The limitation is not a restricting factor for the City of Corona due to the high population growth after the calculation requirements were established. Historically, the City's "subject to limit" amount has been less than 30% of the appropriations limit. This factor will continue to be monitored annually and budget adjustments will be recommended if necessary in future years.

General Fund Balance Reserve Policy
The City’s General Fund Balance Reserve Policy was originally established in 2010. The emergency contingency reserve was $50.3 million as of June 30, 2024. This amount represents three months of the General Fund Operating Expenditures, which is in compliance with the General Fund Balance Reserve Policy. The City also maintains a budget balancing reserve which is used to maintain critical services which may be impacted by sudden economic or legislative changes that may adversely impact City revenues. The City’s budget balancing reserve was $3.9 million as of June 30, 2024. In FY 2022, City Council approved $30.0 million to the Pension Stabilization Trust, the balance as of June 30, 2024 was $46.5 million. At the end of FY 2022, the Measure X Reserve was created. As of June 30, 2024, the Measure X reserve was $34.0 million. The total of noted reserves for the City of Corona General Fund is $134.7 million as of June 30, 2024.

Investment Policy
The City formally adopts its Investment Policy on an annual basis. It provides guidelines for the prudent investment of the City's idle cash and outlines the policies for maximizing the efficiency of the City's cash management. The Investment Policy is in conformity with the California Government Code Sections 53600 et seq. The City Treasurer is delegated investment authority on a year-to-year basis. Within the constraints set forth in the policy, the City Treasurer has the authority to direct investment strategy and approve investment policy and procedures for the City's investment portfolio. The criteria for selecting investments and the order of priority are safety, liquidity, and yield.

The Investment Policy is approved by the City Council and adopted by resolution. The policy is available on the Finance Department’s page of the City of Corona’s website at www.CoronaCA.gov.

City of Corona | Proposed Budget Fiscal Year 2026 Page 33 Debt Policy
The debt policy is adopted as a means of standardizing the issuance and management of debt. The primary objective is to establish conditions for the use of debt, to minimize the City’s Debt Service requirements and cost of issuance; to retain the highest practical credit rating; to maintain full and complete financial disclosure and reporting; and to maintain financial flexibility for the City. The policy applies to all debt issued by the City and its component units. The policy is an important tool to ensure the use of the City's resources to meet its commitments, to meet the needs of the citizens of Corona, and to maintain sound financial management practices.

The Debt Policy is approved by the City Council and adopted by resolution. The policy is available on the Finance Department’s page of the City of Corona’s website at www.CoronaCA.gov .

City Budget Calendar
The budget process begins as a team effort in November of each year. The Finance Department works in cooperation with all City departments to formulate revenue projections for the upcoming fiscal year. From this, the individual departments use the projected revenues and existing fund balance information to prioritize and recommend the budget to meet the next fiscal year’s objectives.

The City Manager’s Office and the Finance Department review each budget proposal, revenue assumptions, and all current financial obligations, before presenting the proposed budget to the City Council.

For Fiscal Year 2026, two public study sessions were held to provide in-depth details, City Council and public input, and discussion about the City’s budget. With the implementation of Measure X in Fiscal Year 2022 (the City’s 1% sales tax measure), a large part of the conversation was to ensure the budget meets the community’s priorities with the additional funds.

April 10, 2025 Spring Financial Workshop – Revenues, Operating and Capital Budget, Service Adjustments May 21, 2025 Study Session – FY 2026 Proposed Budget Overview/Recap June 4, 2025 City Council – FY 2026 Proposed budget presented for adoption City of Corona | Proposed Budget Fiscal Year 2026 Page 34 Budgetary Control and Amendments
New and continuing (multi-year) appropriations are set for City funds via a majority vote of the City Council. The legal level of budgetary control is at the City Manager and department level. Budget amendments within departments are approved by Department Directors, as long as the amendment does not increase the department’s overall spending authority as dictated by the current budget.

Any amendment which increases spending authority must obtain City Council approval by majority vote. Furthermore, an amendment to the City’s Project Budget exceeding 10%, as explained below, requires City Council approval. This is because each project, having a specific scope, is awarded funding on a discrete basis, and therefore, is treated as a stand-alone budget.

As a practical matter, project budgets may be exceeded, from time to time, due to circumstances that cannot always be predicted in advance. In that event, departments are permitted to transfer up to 10% from a similar project within the same category and have the same funding source. If this condition cannot be met, then departments are required to obtain City Council approval to increase, decrease or transfer funding which exceeds the 10% threshold.

City of Corona | Proposed Budget Fiscal Year 2026 Page 35 Understanding the City Budget
The City Budget in a Nutshell
The City of Corona’s fiscal year begins July 1 and ends June 30 . Annually, through a public process, the budget commits financial resources to a myriad of services and programs that the City provides. In other words, it commits funding to what we do. However, the budget also works to legally limit funding too. The legal limit is required because financial resources are finite. Therefore, the investments that we make (of these finite resources) into what we do (or want to do) reflect the priorities of the City and the direction of its future.

What Does the City of Corona Do?
In alignment with the City’s Strategic Plan, all City services and the cost of providing those services can be tied back to one of 6 Citywide Priorities which influence the quality of life for our residents. These are the primary components or goal posts of the annual operating budget.

Budget Accounting & Presentation
A formal budget is employed as a management control device during the year. Budgets are adopted on a basis consistent with accounting principles generally accepted in the United States of America.

The accounts of the City are organized by funds, each of which is considered a separate accounting entity. The operations of each fund are accounted for in a separate set of self-balancing accounts that comprise its assets, liabilities, fund equity, revenues, and expenditures or expenses, as appropriate. City resources are allocated to and accounted for in individual funds based upon the purpose for which they are to be spent and the means by which spending activities are controlled.

The City budget includes information regarding estimated costs (or outflows) and revenue (or cash inflows) for identified programs, projects, and levels of service to meet the needs of the City. All annual operating budget appropriations lapse at the end of the fiscal year, except for items that have specifically received City Council approval and grant funded programs with a funding period that ends after June 30 . Operating and Maintenance projects and Capital projects typically span more than one fiscal year, and the appropriations roll forward (continuing appropriations) until projects are completed, placed into service, accounted for as capital assets, or abandoned at the discretion of the City Departments or the City Council. st th
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City of Corona | Proposed Budget Fiscal Year 2026 Page 36 The City of Corona’s budget is prepared and based on five expense categories; personnel, supplies and services, debt service, operating and maintenance projects and capital improvement projects. The first two listed are considered operational in nature and are known as recurring costs. Debt service refers to principal and interest payments on borrowed funds (such as bonds or long-term loans). Operating and Maintenance projects are investments in systems or other improvements that do not meet the criteria of a capital improvement project. Capital improvement projects (CIP) are long-term investments to improve, repair, replace, or construct an asset, facility, or public infrastructure which cost over $50,000. These reside “outside” of the operational budget and are an example of a one-time cost.

Basis of Accounting and Budgeting
Basis of accounting refers to the timing of revenue and expenditure recognition for budgeting and financial reporting. The City’s financial statements and accounting records are maintained in accordance with Generally Accepted Accounting Principles (GAAP) of the United States and outlined by the Governmental Accounting Standards Board (GASB). The accounts of the City are organized by funds, each of which is considered a separate accounting entity. The City collects and records revenues and expenditures within the following categories: Governmental Funds, Proprietary Funds, and Fiduciary Funds.

Governmental Funds include the General Fund, Special Revenue, Debt Service, and certain capital project funds which receive primarily grants or intergovernmental revenues (such as Housing and Urban Development - HUD). These funds are accounted for using the modified accrual basis where revenues are recognized in the accounting period in which they become both measurable and available to finance expenditures of the current period.

The General Fund is the City’s primary operating fund and accounts for most City programs and services which are supported by general taxing revenue and/or fees.

The Special Revenue Funds are used to account for and report the proceeds of specific revenue sources that are restricted or committed to specified purposes, often by legislative authority. For example, Gas Tax (Highway User Tax) and Transportation Urban Mitigation Fee (TUMF) revenues may only be used for certain street improvement and transit programs (and no other purpose).

The Capital Project Funds are used to account for and report financial resources that are restricted, or assigned to capital expenditures, including acquisition or construction of capital facilities and other capital assets.

The Debt Service Funds are used to account for and report financial resources that are restricted, committed or assigned to expenditure for the payment of general long-term debt principal, interest, and related costs, other than enterprise debt.

Proprietary Funds are accounted for using the accrual basis of accounting. Under the accrual basis of accounting, revenues are recognized in the period in which they are earned, while expenses are recognized in the period in which the liability is incurred.

Proprietary funds include Enterprise and Internal Service Funds.

The Enterprise Funds are used to separately account for self-supporting activities that are supported by rates and/or fees. These funds include Airport, Electric Utility, Water Utility, Transit (Dial-a-Ride and Fixed Route Shuttles) and Sewer Utility.

The Internal Service Funds are used to separately account for departments that provide services to other City departments, and, therefore, incur costs that are then allocated to each receiving department. These costs include information technology, risk management, warehousing, and fleet.

Fiduciary Funds are custodial in nature (assets equal liabilities) and are accounted for on the accrual basis of accounting. Successor Agency (formerly the Corona Redevelopment Agency) and funds that are maintained to account for debt service obligations relating to certain assessment and community facilities districts are included in this category.

City of Corona | Proposed Budget Fiscal Year 2026 Page 37 Table - Listing of City Funds

GOVERNMENTAL FUNDS
General Fund
110 General Fund
120 Measure X Fund
130 Corona Mall Properties Fund
232 Civic Center Fund
240 Community Benefit Fund
485 Sec 115 Trust – Pension STB Fund
Special Revenue Funds
206 Library Facilities Fee Fund
207 Fire Wildland Mitigation Fund
208 TC Police Facilities Fund
209 TC Fire Facilities Fund
211 Street and Traffic Signals Fund
212 Drainage Fee Fund
213 Police Facilities Fund
214 Fire Facilities Fund
215 Public Meeting Facilities Fund
216 Aquatics Center Fund
217 Parks and Open Space Fund
218 Corona Mall BID Fund
221 RMRA Fund
222 Gas Tax (2105-2106-Prop 42) Fund
224 Rideshare-Trip Reduction Fund
227 Measure A Fund
231 CAL COPS Grants Fund
234 Parkland Acquisition Fee Fund
235 CFD 2016-3 Zn12 Lemon Grove Fund
236 CFD 2018-1 Spec Tax B Bedford Fund
237 CFD 2018-2 Spec Tax B Sierra Bella Fund
238 CFD 2017-2 Spec Tax B Valencia Fund
239 CFD 2016-3 Zn13 Corona Industrial Pk Fund
241 Abandoned Vehicle Abatement Fund
246 CFD 2000-1 (Eagle Glen II) Fund
247 CFD 2002-2 LMD Fund
248 CFD 97-1 Landscape Fund
249 CFD 2001-1 Landscape Fund
250 Asset Forfeiture Fund
251 CFD/LMD 2002-3 Fund
252 LMD 2003-1 Lighting Fund
253 CFD/LMD 2011-1 Landscape Fund
255 CFD 2016-2 Terrassa Special Tax Fund
256 CFD 2016-3 Zn1 Monte Olivo
257 CFD 2016-3 Zn2 Boardwalk Fund
258 CFD 2016-3 Zn3 Dollar Self Fund
259 CFD 2016-3 Zn4 515 S Promenade Fund
260 Residential Refuse/Recycling Fund
Special Revenue Funds (continued)
261 SC Major Thoroughfares Fund
263 CFD 2016-3 Zn17 Corona Med Center Fund
264 CFD 2016-3 Zn18 Corona Interchange Fund
265 CFD 2016-3 Zn19 Cresta/Promena Fund
266 CFD 2016-3 Zn20 Bedford Marketplace Fund
267 CFD 2016-3 Zn21 Christopher Ranch Fund
268 CFD 2016-3 Zn22 N Main Retail Fund
269 CFD 2016-3 Zn23 Fullerton/Taber Fund
270 CFD 2016-3 Zn24 WC Freeway Center Fund
271 CFD 2016-3 Zn25 Prom Dist Fund
272 CFD 2016-3 Zn26 TM 36605/36608 Fund
273 CFD 2016-3 Zn27 Corona Tle Fund
274 South Corona Landscaping Fund
276 CFD 2016-3 Zn28 A&F Tennis Center Fund
277 CFD 2016-3 Zn29 TM 36821 Fund
279 CFD 2016-3 Zn31 Lat Business Fund
280 CFD 2016-3 Zn32 NH Sherborn Fund
281 CFD 2016-3 Zn33 Oakmont Fund
287 CFD 2016-3 Zn15 Northpoint Fund
288 Park Development (Quimby) Fund
289 Dwelling Development Tax Fund
293 Opioid Settlement Fund
294 CFD 2016-3 Zone 6 Chung Fund
297 CFD 2016-3 Zone 8 K Parker Fund
410 PLHA Grant Fund
411 US Dept of Justice Grant Fund
412 State Encampment Resolution Funding Grant Fund
413 American Rescue Plan Act Fund
415 Library Other Grants Fund
422 Traffic Offender Fund
442 Adult and Family Literacy Grant Fund
446 LMD 84-1 Lighting Fund
455 LMD 84-2 Zone 2 Fund
456 LMD 84-2 Zone 4 Fund
457 LMD 84-2 Zone 6 Fund
458 LMD 84-2 Zone 7 Fund
460 LMD 84-2 Zone 10 Fund
461 LMD 84-2 Zone 14 Fund
462 LMD 84-2 Zone 15 Fund
463 LMD 84-2 Zone 17 Fund
464 LMD 84-2 Zone 18 Fund
468 LMD 84-2 Zone 19 Fund
470 LMD 84-2 Zone 20 Fund
471 LMD 84-2 Zone 1 Fund
473 Eagle Glen HOA Fund
City of Corona | Proposed Budget Fiscal Year 2026 Page 38

GOVERNMENTAL FUNDS
Debt Service Funds
391 2016 Lease Revenue Bonds Fund
Capital Projects Funds
243 PW Grants/Agreements Fund
244 SB 821 Transportation Grant Fund
245 NPDES Discharge Fund
291 Low Moderate Income Housing Fund
431 CDBG Fund
432 HOME Investment Partnership Fund
445 Bicycle Transportation Account Fund
478 TUMF – RCTC Fund
479 TUMF – WRCOG Fund
480 Reimbursement Grants Fund

PROPRIETARY FUNDS
Enterprise Funds
275 Airport Fund
440 Sewer Capacity Fund
453 2012 Water Revenue Bonds Fund
454 2013 Wastewater Revenue Bonds Fund
507 Water Capacity Fund
567 Reclaimed Water System Fund
570 Water Utility Fund
571 Water Utility Grant Fund
572 Sewer Utility Fund
573 Sewer Utility Grant Fund
576 Direct Access Electric Utility Fund
577 Transit Services Fund
578 Greenfield Electric Utility Fund
579 Electric Utility Grant Fund
Internal Service Funds
680 Warehouse Services Fund
681 Information Technology Fund
682 Fleet Operations Fund
683 Workers’Compensation Fund
684 Fleet Replacement Fund
687 Liability Risk Retention Fund

FIDUCIARY FUNDS
Agency Funds
342 CFD 86-2 (Woodlake) Fund
358 CFD 89-1 A (LOBS DW) Fund
359 CFD 89-1 B (LOBS Improvement) Fund
365 AD 95-1 (Centex) Fund
366 AD 96-1, 96 A (Mtn Gate) Fund
368 AD 96-1, 97 A (Van Daele) Fund
369 AD 96-1, 97 B (WPH) Fund
370 Ref CFD 90-1 (South Corona) Fund
371 CFD 97-2 (Eagle Glen I) Fund
373 AD 96-1, 99A (Centex) Fund
374 CFD 2000-01 (Eagle Glen II) Fund
377 CFD 2001-2 (Cresta-Grande) Fund
378 CFD 2002-1 (Dos Lagos) Fund
381 CFD 2002-4 (Corona Crossings) Fund
382 CFD 2004-1 (Buchanan Street) Fund
383 CFD 2003-2 (Highlands Collection) Fund
384 CFD 2018-1 Bedford 1A Fund
386 CFD 2018-2 Spec Tax A Sierra Bella Fund
387 CFD 2002-1 (Improvement Area) Fund
390 CFD 2016-2 Terrassa Special Tax A Fund
392 CFD 2017-2 Spec Tax A Valencia Fund
393 CFD 2018-1 Bedford IA2 Tax A Fund
Successor Agency Funds
233 Obligation Payment Fund
417 RDA Successor Agency Fund
475 Successor Agency Administration Fund
City of Corona | Proposed Budget Fiscal Year 2026 Page 39 FY 2026 Fund Types, by Department
Governmental Funds Proprietary Funds Fiduciary Funds
Departments
General
Fund
Special
Revenue
Debt
Service
Capital
Project Enterprise
Internal
Service Agency
Successor
Agency
Capital Improvement Projects X X X X X
City Manager's Office X X X
Community Services X X X X
Debt Service X X X X X X X X
Economic Development X X
Elected Officials X
Finance X X X
Fire X X
General Government X
Human Resources X
Information Technology X X
Legal & Risk Management X X
Operating & Maintenance Projects X X X X X X
Planning & Development X X X
Police X X
Public Works X X X X X
Utilities X X
City of Corona | Proposed Budget Fiscal Year 2026 Page 40 City Fund Structure
Note: Not all funds have been shown due to space restrictions, such as the fiduciary funds (e.g. Corona Successor Agency), certain capital projects funds that are mostly grant-funded and the debt service funds. All funds are included in the "Summary of Expenditures by Fund Type" City of Corona | Proposed Budget Fiscal Year 2026 Page 41 Key Budgetary Assumptions & Changes
General Economic Outlook for California
In the early months of 2025, fluctuating key indicators led many experts to draw mixed conclusions about the fluid economic outlook.

Strong job numbers and low unemployment rates have kept consumption spending solid. However, recent bank closures have tested the stock market, causing both investors and customers to feel nervous about the security and accessibility of their funds. One of the most vulnerable segments is taxable discretionary merchandise, as consumers closely monitor their own financial situations. From a sales tax perspective, the forecast remains consistent with recent estimates. While no recession is anticipated, current year results are projected to slow and then decelerate into little or no growth for FY 2026. City staff continue to monitor global, national, state, and local developments for signs of change that could materially impact the City's revenue or expenditure budget.

National and Statewide Economic Drivers
Estimated
FY 2025
Estimated
FY 2026
U.S. Real GDP Growth 2.40% 2.00%
U.S. Unemployment Rate 5.10% 5.20%
California Employment Growth (Non-Farm) 1.20% 1.00%
California Unemployment Rate 4.20% 4.30%
California Median Existing Home Price $733,389 $744,794 California Residential Building Permits 97,713 102,581
Source: Beacon Economics, March 2025
The City of Corona has a diversified mix of businesses. The following are some exciting economic development activities occurring within Corona that will bolster the City’s economic condition:

The City of Corona began reconstruction of the South Corona Mall parking lot and will be completed by the end of Spring 2025.

The City has now acquired 20 of 24 properties on the North Mall, with an additional underway, in order to pursue a wholesale mixed-use redevelopment project.

The City continued implementation of the Downtown Revitalization Plan including advancing the Sixth Street Beautification project, which will enhance roadways, sidewalks, and medians near Main Street.

The Crossings at Corona continued to bring in new and exciting tenants including Daiso, Skechers, Luxury Nail Bar, and Burlington.

Dos Lagos continues to revise their center, adding exciting dining and entertainment options including Claro's Italian Market & Deli, Reunion Kitchen, Blackstone Kitchen & Bar, Crab N Spice, Karl Strauss Brewing Company, The Improv, and Get Air Trampoline Park.

The City supported Riverside Community College District with site selection assistance for an expansion campus. RCCD Bond Measure CC was approved, ensuring development of the future sight at Main and Parkridge.

The City's Small Business Grants Program awarded 30 small businesses with $10,000 grants and 60 entrepreneurs with $5,000 grants. The City also launched a Downtown Commercial Beautification Grant Program and awarded 5 businesses up to $20,000.

Key Revenue Assumptions
Property Tax Revenue
Property tax revenues are estimated at $68.5 million for FY 2026. This represents an overall property tax increase of

4.2% for FY 2026, when compared to the FY 2025 year-end projection of $65.7 million.

Assessment roll growth is assumed to be approximately 4% when compared to Fiscal Year 2025. The City continues to see growth in the taxable assessed values for properties. Property tax collected in Fiscal Year 2026 is based on a valuation date of January 2025. While homeowners are seeing increasing values in the real estate market, assessed value growth is capped at 2% based on Proposition 13. The growth in assessed value is due to additional inventory and re-assessed value as property changes ownership.

City of Corona | Proposed Budget Fiscal Year 2026 Page 42 Assessment roll growth is partially offset by delinquencies which affect the City’s ability to collect property tax revenue. The delinquency rate is assumed to be approximately 3% for FY 2026, which is in line with normal trends for delinquencies. FY 2025 was also estimated with a 3% delinquency which returned the City to the prepandemic rate.

The Vehicle License Property Tax revenues are estimated to increase by $0.8 million, or 4.0%, as that line item is based on the assessed valuation growth.

The Property Tax Receipts graph is a ten-year look at total property tax revenues. The budget for FY 2026 includes an estimated increase in assessed valuation. For the property tax line items where the delinquency factor applies, those estimates have been adjusted appropriately.

City of Corona | Proposed Budget Fiscal Year 2026 Page 43 Sales Tax Revenue
The sales tax revenue category is estimated at $100.2 million for Fiscal Year 2026, which represents a 2.2% increase when compared to the FY 2025 year-end projection of $98.1 million.

In FY 2025, the sales tax revenues are projected to be $98.1 million, an increase of $0.4 million as compared to the FY 2024 actuals of $97.7 million. Measure X was approved by a majority of Corona voters in November 2020. The additional 1% sales tax measure was effective on July 1, 2021. Updated net estimates are $41.0 million for FY 2025 and $42.2 million for FY 2026. The net estimates include the sales tax agreement payments to be paid to businesses with those agreements.

The following chart is a ten-year look at the total sales tax revenue category. Starting in FY 2018, an accounting change was made to move sales tax agreements (aka operating covenant agreements) from expenditures to a contra revenue account. This change was to provide more clarity on the net sales tax revenue available for funding the City’s operations. A full listing of the City’s operating covenant agreements is available on the City’s website, on the City Manager’s Office page.

Sales Tax Revenue History
[1] FY 2018 Projected and forward - includes accounting change for sales tax agreements. [2] FY 2019 includes $1.4 Million received for FY 2018 activity.

Estimated Statewide Sales Tax Trends, by Industry Group:

Industry Group FY 2025 Estimates FY 2026 Estimates
Autos & Transportation -0.60% 1.40%
Building & Construction -2.90% -1.00%
Business & Industry 0.10% 1.60%
Food & Drugs -3.60% -0.50%
Fuel & Service Stations -9.10% 3.00%
General Consumer Goods -2.20% 1.10%
Restaurants & Hotels 1.30% 2.80%
State & County Pools 3.00% 3.00%
TOTAL -1.00% 1.60%
Source: Beacon Economics, March 2025
City of Corona | Proposed Budget Fiscal Year 2026 Page 44 The following pie chart breaks down the City’s estimated sales tax revenue by industry group for Fiscal Year 2026.

City of Corona | Proposed Budget Fiscal Year 2026 Page 45 Highway User Taxes - Gas Tax and Road Maintenance and Rehabilitation Account (RMRA) Gas Tax revenue (Fund 222) is estimated at $4.6 million for Fiscal Year 2026, an increase of 1.4% as compared to FY 2025 projected. The Road Maintenance and Rehabilitation Account (RMRA, fund 221) is estimated at $4.4 million for FY 2026. This estimate is an increase of 7.2% when compared to the FY 2025 year-end projection.

Provisions in the California Streets & Highway Code allocate funding to cities for the maintenance and improvement of public streets, roads, and highways. Revenues are collected from taxes imposed on the purchase of gasoline and fuel, and allocations are administered by the California Department of Tax and Fee Administration.

California has experienced a shift in consumer preferences, from traditional gasoline-powered to more fuel-efficient vehicles due to tax incentives, rebates, and environmental concerns. This has resulted in reduced available revenues for cities and constricted cash flows needed to support critical street maintenance and transportation-related projects.

In 2017, the Governor approved additional gas taxes to fund street and road infrastructure projects throughout the State of California.

The Road Repair and Accountability Act of 2017, now known as the Road Maintenance and Rehabilitation Account (RMRA), contains special provisions to protect the funds from being diverted for other purposes. Funding is estimated to provide $15 Billion for California streets and roads over the next ten years.

The following table provides estimates for both the RMRA Fund and the Gas Tax Fund.

Actual Actual Actual Projected Estimated Growth %
Fund FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 to FY 2025 221 - RMRA Fund $3,231,690 $3,489,645 $4,069,764 $4,101,677 $4,398,331 7.2% 222 - Gas Tax Fund $3,835,851 $4,149,826 $4,481,672 $4,522,975 $4,585,514 1.4% Water and Sewer Revenue
In the Water Utility Fund in FY 2026, revenue is anticipated to increase by $8.8 million, or 14.1% over the FY 2025 projections.

In the Sewer Utility Fund, FY 2026 revenues are estimated to increase by $3.1 million, or 8.5% over the FY 2025 projections.

Actual Actual Actual Projected Estimated Growth %
Fund FY 2022 FY 2023 FY 2024 FY 2025 FY 2026 to FY 2025 570 - Water Utility $58,125,365 $77,309,190 $61,769,598 $62,312,470 $71,085,594 14.1% 572 - Sewer Utility $30,495,052 $35,263,627 $37,071,730 $36,822,375 $39,940,698 8.5% City of Corona | Proposed Budget Fiscal Year 2026 Page 46 Significant Expense Assumptions
Line-Item Budget
The City of Corona utilizes a line-item budget procedure, which is a traditional budgeting method where expenses are itemized and categorized into specific lines on a budget sheet. Each line represents a particular type of expense or revenue source, making it straightforward to see where money is ocming from and where it is going. Department directors were required, as part of this process, to review their budgets at a granular level of detail. This included several years of historical actuals, funding sources, revenue performance, and a review of the most commonly used commodities and service level agreements used citywide in the context of service needs and goals for the forthcoming year. Each department reviewed three years of actuals and was asked to adjust their budgets accordingly so the history supported each request.

Overall, a line-item budget is a useful tool for detailed financial planning and control, providing clarity and accountability in managing an organization's finances.

Salaries and Benefits
The salaries and benefits budget for FY 2026 has been prepared based on current resolutions or Memorandums of Understanding (MOU). All represented groups have negotiated contracts set to expire December 31, 2027.

Employee Group Approval Date Agreement Terms
Public Safety Groups (Approved by MOU):

Corona Firefighters Association (CFA) 12/15/21 01/01/22 - 12/31/24 Corona Police Employees Association (CPEA) 03/02/22 01/01/22 - 12/31/24 Corona Police Supervisors Association (CPSA) 03/02/22 01/01/22 - 12/31/24 Non-Safety Groups (Approved by MOU):

Corona Public Service Employees Association (CPSEA) 03/02/22 11/16/21 - 12/31/24 Corona Supervisors Association (CSA) 03/16/22 11/16/21 - 12/31/24 Non-Safety Groups (Approved by Resolution):

Executive Employees (EXEC) 03/02/22 N/A - typically follows CSA Management/Confidential Employees (MGMT) 03/02/22 N/A - typically follows CSA Note: The negotiated terms for the City Manager and City Attorney/Legal & Risk Management Director are based on their individual contracts as approved by the City Council. Copies of their contracts along with the rest of the Executive group can be found on the City’s website (www.CoronaCA.gov) in the Open & Transparent section.

With respect to health care costs, the budget is based on individual employee elections and the current MOUs or adopted resolutions.

Health related costs in FY 2026 are budgeted at $16.0 million which is a 11.4% increase as compared to the Adopted FY 2025 budget.

City of Corona | Proposed Budget Fiscal Year 2026 Page 47 California Public Employees Retirement System (CalPERS)/Pension Obligation Bonds CalPERS contributions are made up of two components. The first is the normal cost which is calculated as a percentage of pay and will continue as long as the City has active employees in the CalPERS system. The second component is the unfunded accrued liability (UAL). The UAL amount and annual contribution are determined by assessing the projected funding target, as compared to the current market value of the plan’s assets.

In October 2021, the City issued pension obligation bonds to reduce the overall pension impact on the City’s budget and ultimately save money. The action was officially approved by the City Council in January 2021. The bonds extinguished the UAL at that point in time. With the payment structure of the bond issuance, the City anticipates saving $166 million over 20 years. On an annual basis, CalPERS prepares actuarial reports which re-evaluate the investment returns and the projected funding target for current and future retirees. Staff will review the actuarial reports to evaluate and address any future unfunded liabilities per the City’s adopted Pension Management Policy.

In July 2024, the City received the June 2023 actuarial reports. They are the second reports since the issuance of the Pension Obligation Bonds. The City’s new combined UAL is $108.3 million, with a minimum payment of $6.5 million in FY 2026. To achieve cash flow savings, for several years the City of Corona utilized the annual lump sum pre-payment offered by CalPERS. By making the full annual payment of the UAL in July, rather than spread over 12 months, the City can take advantage of approximately 3% savings. For FY 2026, the City will once again take adantage of the annual lump sum pre-payment option offered, yielding a savings of $211,533, or 3.2% across all plans. For more details on the total CalPERS contributions, please reference the CalPERS information in the Budget Overview section.

City of Corona | Proposed Budget Fiscal Year 2026 Page 48 Consolidated Financial Summary/Major Funds
The following summarized schedule shows a three-year period for the City of Corona’s major funds: General Fund and Water Utility Fund. A fund whose revenues or expenditures are greater than 10% of the overall total revenues or expenditures is considered a major fund, for budget purposes.

GENERAL FUND WATER UTILITY FUND
Adopted Proposed Adopted Proposed
Actuals Budget Budget Actuals Budget Budget
FY 2024 FY 2025 FY 2026 FY 2024 FY 2025 FY 2026

INFLOWS BY REVENUE SOURCE
Property Tax $ 64,969,085 $ 65,623,930 $ 68,469,800 $ - $ - $ - Sales Tax 97,709,068 100,612,838 100,207,312 - - -
Other Taxes 15,166,752 14,789,698 16,144,202 - - -
Licenses, Fees & Permits 2,273,820 2,091,186 2,408,480 - - - Fines, Penalties & Forfeitures 1,420,858 1,290,195 1,197,981 514,127 577,008 566,174 Special Assessments 777,314 779,667 787,463 - - -
Investment Earnings 19,124,999 6,484,027 8,513,667 2,232,966 1,545,208 1,540,179 Intergovernmental Revenue 3,899,069 2,099,035 3,027,163 32,633 - - Current Services 13,840,200 12,849,409 12,776,042 129,333 25,633 20,995 Payment in Lieu of Services 6,336,890 7,874,038 8,0245,801 34,971 25,000 35,000 Other Revenue 12,173,450 11,004,962 18,372,039 1,159,245 897,471 504,081 Proceeds From Long Term Obligation - - - 141,368 88,308 88,308 Utility Service Charges - - - 57,524,956 59,579,858 68,330,857 Transfers In 1,289,243 1,305,451 1,361,138 - - -
TOTAL INFLOWS 238,980,746 226,804,436 241,290,087 61,769,598 62,738,486 71,085,594

OUTFLOWS BY DEPARTMENT
Capital Projects 8,056,469 12,000,000 4,617,802 351,404 1,950,000 5,475,000 City Manager's Office 9,158,983 10,298,456 10,264,683 - - - Community Services 17,815,570 19,444,337 20,057,685 - - - Economic Development 1,142,649 1,692,601 1,784,936 - - - Elected Officials 128,773 172,830 216,878 - - -
Finance 4,651,763 4,770,907 5,650,482 - - -
Fire 33,409,110 35,601,968 39,824,536 - - -
General Government/Debt Service 49,744,165 57,686,006 60,115,421 367,151 354,136 354,220 Human Resources 2,669,495 3,087,781 3,225,556 - - -
Information Technology 725,037 736,222 760,962 - - -
Legal and Risk Management 2,057,339 2,099,380 2,701,159 - - - Maintenance Services - - - - -
Operating & Maintenance Projects 4,819,123 176,327 20,000 713,457 1,374,659 4,196,361 Planning & Development 7,778,600 9,047,628 10,214,174 47,300 54,853 58,776 Police 54,268,169 59,905,521 65,213,574 - - -
Public Works 4,481,445 5,016,166 6,381,058 657,936 871,978 576,020 Utilities - - - 59,554,576 58,224,183 57,393,362
Transfers Out 6,716,565 - 391,844 - - -
TOTAL OUTFLOWS 207,623,253 221,736,130 231,440,751 61,691,824 62,829,809 68,053,740 INFLOWS OVER OUTFLOWS $ 31,357,493 $ 5,068,306 $ 9,849,337 $ 77,774 $ (91,323) $ 3,031,854 * Negative Inflows Over Outflows indicates use of existing fund balance or reserves for fiscal year activities.

City of Corona | Proposed Budget Fiscal Year 2026 Page 49 Schedule of Estimated Fund Balance Changes - Governmental Funds Fund No. / Description
Projected
Beginning
Balance
7/1/2025
FY 2026
Estimated
Revenues
FY 2026
Estimated
Expenditures
FY 2026
Estimated
Net
Transfers
Projected
Ending
Balance
6/30/2026
General Fund $ 320,725,144 $ 231,714,517 $ (231,254,828) $ 969,294 $ 322,154,127 Special Revenue Funds
206 Library Facilities Fee Fund $ 43,314 $ 68,181 $ (3,964) $ - $ 107,531 207 Fire Wild Land Mitigation Fund 24,995 21,375 (25,164) - 21,206 208 Temescal Canyon Police Facilities Fund 375,922 128,836 (83,520) - 421,238 209 Temescal Canyon Fire Facilities Fund 227,641 112,137 (216,245) - 123,533 211 Street and Traffic Signals Fund 474,233 619,214 (1,037,724) - 55,723 212 Drainage Fee Fund 265,031 299,773 (6,841) - 557,963 213 Police Facilities Fund 44,463 21,045 (132) - 65,376 214 Fire Facilities Fund 50,117 28,663 (10,489) - 68,291 215 Public Meeting Facilities Fund 136,202 51,216 (53) - 187,365 216 Aquatics Center Fund 251,763 40,744 (147) - 292,360 217 Parks and Open Space Fund 1,134,217 756,440 (32,671) - 1,857,986 218 Corona Mall Bus. Impr. Dist. Fund 165,032 12,244 - - 177,276 221 RMRA Fund 392,881 4,398,331 (4,757,634) - 33,578
222 Gas Tax Fund 782,657 4,585,514 (3,891,583) (1,361,138) 115,450 224 Rideshare-Trip Reduction Fund 2,113,521 282,022 (31,200) - 2,364,343 227 Measure A Fund 1,085,361 6,018,987 (6,281,146) - 823,202 231 CAL COPS Grant Fund 240,205 48,811 (234,016) - 55,000 234 AB1600 Parkland Acquisition Fee Fund 138,595 101,101 - - 239,696 235 CFD 2016-3 Zone 12 Lemon Grove Fund 2,604 2,326 (1,737) - 3,193 236 CFD 2018-1 Spec Tax B (Bedford) Fund 142,816 110,732 (183,593) - 69,955 237 CFD 2018-2 Spec Tax B Sierra Bella Fund 394,353 242,272 (173,569) - 463,056 238 CFD 2017-2 Valencia Special Tax Fund 74,089 53,919 (44,343) - 83,665 239 CFD 2016-3 Zone 3 Corona Industrial Pk Fd 55,229 25,120 (8,878) - 71,471 241 Abandoned Vehicle Abatement Fund 556,913 93,351 (111,057) - 539,207 246 CFD 2000-1 (Eagle Glen II) Fund 1,099,681 60,356 (4,180) - 1,155,857 247 CFD 2002-2 LMD Fund 456,157 93,252 (75,553) - 473,856 248 CFD 97-1 Landscape Fund 1,246,033 485,404 (376,945) - 1,354,492 249 CFD 2001-1 Landscape Fund 5,214,088 853,595 (691,954) - 5,375,729 250 Asset Forfeiture Fund 127,224 13,486 (94,288) - 46,422 251 CFD/LMD 2002-3 Landscape Fund 282,743 30,021 (18,599) - 294,165 252 LMD 2003-1 Lighting Fund 633,593 166,619 (96,831) - 703,381 253 CFD/LMD 2011-1 Landscape Fund 376,459 134,454 (84,239) - 426,674 255 CFD 2016-2, Terrassa Special Tax Fund 119,161 43,707 (24,136) - 138,732 257 CFD 2016-3, Zone 2 Boardwalk Fund 159,436 76,635 (71,882) - 164,189 258 CFD 2016-3, Zone 3 Dollar Self Fund 11,213 3,478 (1,696) - 12,995 259 CFD 2016-3, Zone 4 515 S Promenade Fund 63,061 14,814 (3,679) - 74,196 260 Residential Refuse/Recycling Fund - 581,665 (973,509) 391,844 - 261 So Corona Major Thoroughfares Fund (398) 1,596 (8) - 1,190 263 CFD 2016-3 Zone 17 Corona Medical Center Fund 62,391 20,188 (1,607) - 80,972 264 CFD 2016-3 Zone 18 Corona Int Com Fund 2,533 6,801 (6,278) - 3,056 265 CFD 2016-3 Zone 19 Cresta/Promenade Fund 65,134 32,056 (9,998) - 87,192 266 CFD 2016-3 Zone 20 Bedford Market Place Fund 10,866 14,693 (10,118) - 15,441 267 CFD 2016-3 Zone 21 Christopher Rn Fund 16,036 5,926 (1,250) - 20,712 268 CFD 2016-3 Zone 22 N Main Retail Fund 18,388 7,086 (1,860) - 23,614 270 CFD 2016-3 Zone 24 WC FREEWAY Center Fund 3,312 3,628 (2,096) - 4,844 271 CFD 2016-3 Zone 25 Prom Dist Fund 2,651 2,486 (1,582) - 3,555 272 CFD 2016-3 Zone 26 TM 36605/36608 Fund 76,243 37,487 (12,153) - 101,577 273 CFD 2016-3 Zone 27 Corona Tle Fund 1,951 2,051 (1,162) - 2,840 274 So Corona Landscaping Fund 113,193 60,202 (220) - 173,175 279 CFD 2016-3 Zone 31 LAT Business Fund 49,428 24,376 (7,976) - 65,828 280 CFD 2016-3 Zone 32 NH Sherborn Fund 17,242 4,752 (7,447) - 14,547 City of Corona | Proposed Budget Fiscal Year 2026 Page 50 Fund No. / Description
Projected
Beginning
Balance
7/1/2025
FY 2026
Estimated
Revenues
FY 2026
Estimated
Expenditures
FY 2026
Estimated
Net
Transfers
Projected
Ending
Balance
6/30/2026
281 CFD 2016-3 Zone 33 Oakmont Fund 18,553 24,090 (3,370) - 39,273 287 CFD 2016-3 Zone 15 Northpoint Fund 772 1,357 (1,288) - 841 288 Park Development Fund (5,880,806) - - - (5,880,806) B 289 Dwelling Development Tax Fund 909,832 31,071 (830,000) - 110,903 293 Opioid Settlement Fund 892,675 280,239 (437,806) - 735,108 294 CFD 2016-3 Zone 6 Chung Fund 174,232 53,680 (30,144) - 197,768 297 CFD 2016-3 Zone 8 Karen Parker Fund 10,370 4,728 (2,484) - 12,614 410 PLHA Grant Fund - 382,425 (382,425) - -
411 US DOJ Grant - Police Fund - 17,738 (10,633) - 7,105 412 State Encampment Resolution Funding Grant Fund (522,440) - - - (522,440) C 413 American Rescue Plan Act Fund - 611,265 - - 611,265 415 Library Other Grants Fund 14,035 37,797 - - 51,832
422 Traffic Offender Fund 160,126 70,805 (34,380) - 196,551 442 Adult & Family Literacy Grant Fund (21,370) 163,390 (93,388) - 48,632 446 LMD 84-1 Lighting Fund (1,586,592) 2,147,157 (2,193,462) - (1,632,897) D 455 LMD 84-2, Zone 2 Fund 22,863 81,084 (80,061) - 23,886 456 LMD 84-2, Zone 4 Fund 322,841 104,383 (99,819) - 327,405 457 LMD 84-2, Zone 6 Fund 443,948 326,429 (399,165) - 371,212 458 LMD 84-2, Zone 7 Fund 235,167 86,106 (62,452) - 258,821 460 LMD 84-2, Zone 10 Fund 9,690,453 2,446,804 (2,004,137) - 10,133,120 461 LMD 84-2, Zone 14 Fund 2,594,074 668,064 (510,894) - 2,751,244 462 LMD 84-2, Zone 15 Fund 161,065 33,154 (22,860) - 171,359 463 LMD 84-2, Zone 17 Fund 28,436 23,016 (17,097) - 34,355 464 LMD 84-2, Zone 18 Fund 68,406 38,234 (31,690) - 74,950 468 LMD 84-2, Zone 19 Fund 95,291 500,582 (472,191) - 123,682 470 LMD 84-2, Zone 20 Fund 3,370,529 1,170,261 (1,782,398) - 2,758,392 471 LMD 84-2, Zone 1 Fund 33,908 5,029 (2,033) - 36,904 473 Eagle Glen HOA Streetlight Fund 2,501 76,084 (78,208) - 377 Total Special Revenue Funds $ 30,638,840 $ 30,288,140 $ (29,299,337) $ (969,294) $ 30,658,349 Capital Project Funds
243 Public Works Capital Grants Fund $ (96,063,057) $ 36,358,000 $ - $ - $ (59,705,057) A 245 Co. Svc. Area 152 (NPDES) Fund 526,823 1,121,953 (1,355,498) - 293,278 291 Low Mod Income Housing Asset Fund 31,306,089 1,023,009 (343,575) - 31,985,523 431 CDBG Fund 350,716 1,187,305 (1,118,699) - 419,322
432 HOME Investment Partnership Prog. Fund 60,333 519,069 (579,402) - - 445 Bicycle Transportation Account Fund 2,113 61 - - 2,174 478 TUMF - RCTC Fund (2,603,880) - - - (2,603,880) A
479 TUMF - WRCOG Fund (18,711,042) 11,000,000 - - (7,711,042) A 480 Reimbursement Grants Fund 353,536 83,515 - - 437,051 Total Capital Project Funds $ (84,778,368) $ 51,292,912 $ (3,397,174) $ - $ (36,882,630) Total Governmental Funds $ 266,585,616 $ 313,295,569 $ (263,951,339) $ - $ 315,929,846 A - Revenue / Reimbursement Offset Expected in Outyears - Revenue recognized when expensed.

B - Park Bond Payable / amount owed to General Fund.

C - Grant fund negative fund balance to be addressed as the grant period ends.

D - Loan Payable from LMD 84-1 to Electric Utility Fund for Streetlight Retrofit Project.

City of Corona | Proposed Budget Fiscal Year 2026 Page 51 Schedule of Estimated Working Capital Changes - Proprietary Funds Fund No. / Description
Projected
Beginning
Balance
7/1/2025
FY 2026
Estimated
Revenues
FY 2026
Principal
Payments
on Debt
FY 2026
Estimated
Expenditures
FY 2026
Estimated
Net
Transfers
Projected
Ending
Balance
06/30/26
Enterprise Funds
Utility Funds
440 Sewer Capacity Fund $ 577,822 $ 1,464,903 $ (1,778,907) $ (98,009) $ - $ 165,809 453 2012 Water Revenue Bond Fund 14,019 - - - - 14,019
507 Water Capacity Fund 1,747,249 3,660,851 (711,350) (704,426) - 3,992,324 567 Reclaimed Water System Fund 589,285 5,620,077 (2,225,362) (7,137,828) - (3,153,828) E 570 Water Utility Fund 2,920,566 69,545,415 (2,700,067) (68,053,740) - 1,712,175 571 Water Utility Grant Fund (2,345,411) - - - - (2,345,411) F 572 Sewer Utility Fund 9,413,087 37,914,985 (1,666,810) (45,526,873) - 134,389 573 Water Reclamation Grant Fund (528,583) - - - - (528,583) F 576 Direct Access Electric Utility Fund 1,048,809 5,946,607 - (7,531,069) - (535,653) E 578 Greenfield Electric Utility Fund 7,368,848 13,660,513 (348,101) (15,152,087) - 5,529,174 Total Utility Funds $ 20,805,691 $ 137,813,351 $ (9,430,596) $ (144,204,031) $ - $ 4,984,416 Total Water Funds $ 2,336,424 $ 73,206,266 $ (3,411,417) $ (68,758,165) $ - $ 3,373,108 Total Reclaimed Water Funds 589,285 5,620,077 (2,225,362) (7,137,828) - (3,153,828) Total Sewer Funds 9,462,326 39,379,888 (3,445,717) (45,624,882) - (228,385) Total Electric Funds 8,417,657 19,607,120 (348,101) (22,683,156) - 4,993,521 Total Utility Funds $ 20,805,691 $ 137,813,351 $ (9,430,596) $ (144,204,031) $ - $ 4,984,416 Non-Utility Funds:
275 Airport Fund $ 1,359,256 $ 518,346 $ - $ (280,345) $ - $ 1,597,257 577 Transit Services Fund (5,859,703) 3,850,950 (71,536) (3,932,327) - (6,012,616) F Total Non-Utility Funds $ (4,500,447) $ 4,369,296 $ (71,536) $ (4,212,672) $ - $ (4,415,359) Total Enterprise Funds $ 16,305,244 $ 142,182,647 $ (9,502,132) $ (148,416,703) $ - $ 569,056 Internal Service Funds
680 Warehouse Services Fund $ 939,419 $ - $ - $ (255,215) $ - $ 684,204 681 Information Technology Fund - 17,477,311 - (16,977,312) - 499,999 682 Fleet Operations Fund 70,523 5,557,950 - (5,169,441) - 459,032 683 Workers' Compensation Fund 691,722 4,981,218 - (4,325,308) - 1,347,632 684 Fleet Replacement Fund 4,490,510 3,260,152 - (1,241,615) - 6,509,047 687 Liability Risk Retention Fund 2,467,652 6,327,764 - (6,381,006) - 2,414,410 Total Internal Service Funds $ 8,659,827 $ 37,604,395 $ - $ (34,349,897) $ - $ 11,914,325 Total Proprietary Funds $ 24,965,071 $ 179,787,042 $ (9,502,132) $ (182,766,600) $ - $ 12,483,381 E - A potential loan at fiscal-year end will be processed, if needed, based on actuals.

F - Revenue / Reimbursement Offset Expected in Outyears - Revenue recognized when expensed.

City of Corona | Proposed Budget Fiscal Year 2026 Page 52

BUDGET OVERVIEW
City of Corona | Proposed Budget Fiscal Year 2026 Page 53 Revenue - Where Does it Come From? - General Fund
The largest components of the General Fund revenues are Property Tax and Sales Tax. The two categories combined make up

70.3%, or $168.7 million out of a total of $239.9 million. The next three largest categories, Other Taxes, Current Services, and Other Revenue total 19.7% of the estimated revenues for Fiscal Year 2026. The revenue categories will be discussed in more detail on the following pages.

Revenue estimates are carefully developed using current and historical trends, published industry data, workload and operating indicators collected by City staff, as well as opinions from expert third parties which may include the State of California's Department of Finance, County of Riverside and local economists.

Please also refer to the "Schedule of Estimated Revenue" which includes two years of revenue actuals by fund, the current year projection, as well as the City's estimated revenue for Fiscal Year 2026.

FY 2026 Estimated Revenues, by Source
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CCCuuurrrrrreeennnttt SSSeeerrrvvviiiccceeesss (((555...333%%%))) IIInnnvvveeessstttmmmeeennnttt EEEaaarrrnnniiinnngggsss (((333...555%%%))) PPPaaayyymmmeeennnttt IIInnn LLLiiieeeuuu OOOfff SSSeeerrrvvviiiccceeesss (((333...333%%%))) IIInnnttteeerrrgggooovvveeerrrnnnmmmeeennntttaaalll RRReeevvveeennnuuueeesss (((111...333%%%))) LLLiiiccceeennnssseeesss,,, FFFeeeeeesss &&& PPPeeerrrmmmiiitttsss (((111%%%))) City of Corona | Proposed Budget Fiscal Year 2026 Page 54 Property Taxes $60,965,345 $64,969,085 $65,623,930 $65,736,729 $68,469,800 $2,733,071 4.2% Sales Tax $101,136,364 $97,709,068 $100,612,838 $98,050,171 $100,207,312 $2,157,141 2.2% Other Taxes $13,376,528 $15,166,752 $14,789,698 $15,725,589 $16,144,202 $418,613 2.7% Licenses, Fees & Permits $2,783,393 $2,273,820 $2,091,186 $2,386,695 $2,408,480 $21,785 0.9% Fines, Penalties & Forfeitures $1,436,615 $1,420,858 $1,290,195 $1,172,461 $1,197,981 $25,520 2.2% Special Assessments $669,915 $777,314 $779,667 $780,498 $787,463 $6,965 0.9% Investment Earnings $6,546,859 $19,124,999 $6,484,027 $4,322,838 $8,513,667 $4,190,829 96.9% Intergovernmental
Revenues
$2,217,199 $3,899,069 $2,099,035 $5,134,683 $3,027,163 -$2,107,520 -41% Current Services $14,279,476 $13,840,200 $12,809,719 $12,620,370 $12,776,042 $155,672 1.2% Payment In Lieu Of Services $6,029,949 $6,336,890 $7,874,038 $7,773,943 $8,024,801 $250,858 3.2% Other Revenue $11,018,643 $12,173,450 $11,044,652 $11,396,946 $18,372,039 $6,975,093 61.2% Total: $220,460,285 $237,691,504 $225,498,985 $225,100,922 $239,928,949 $14,828,027 6.6% Name FY2023
Actual
FY2024
Actual
FY2025
Adopted
FY2025
Estimated
FY2026
Proposed
$ Change (Prop. to
Est.)
% Change (Prop. to
Est.)
City of Corona | Proposed Budget Fiscal Year 2026 Page 55 General Fund Revenue Overview
The General Fund revenue in FY 2025 is projected to be $225.1 million. This is $12.6 million less than FY 2024 actuals and $0.4 million lower than originally approved through the FY 2025 budget process. The decrease compared to FY 2024 actuals is mainly attributed to Investment Earnings. Specifically, how the City must report the unrealized gains/losses from investments. These are book entries and not actual cash.

The estimated FY 2026 revenue of $239.9 million is estimated to increase by $14.8 million as compared to FY 2025 projections. The FY 2026 estimates are growing by 6.6%. The FY 2026 estimates include the following changes over the FY 2025 Projections:

Property Tax FY 2026 Estimated: $68.5 million. This represents a growth of $2.7 million over FY 2025 projections. The estimated budget is based on an increase in assessed valuation of 4.0% which incorporates additional housing inventory for the tax rolls. It also includes a delinquency rate of 3.0%, based on a look-back of prior delinquency trends.

Sales Tax FY 2026 Estimated: $100.2 million. The estimate is an increase of $2.2 million over FY 2025 projections. Regular sales tax activity is estimated to increase by $1.0 million and Measure X by $1.2 million based on economic forecast information available when the budget was prepared. The sales tax category also includes Proposition 172 sales tax activity (for public safety) and a contra revenue account, allowance for sales tax agreements (AKA operating covenant agreements). A full listing of operating covenant agreements is available on the City’s website.

Other Taxes FY 2026 Estimated: $16.1 million. This is an increase of $0.4 million over FY 2025 projections. Franchise fees are estimated to increase by $185,242 in FY 2026. Franchise fees are received from Waste Management, Ware Disposal, Southern California Edison, SoCalGas, and local cable companies. Transient Occupancy Tax (TOT) revenues are estimated to increase by $194,800 in FY 2026. Business License Taxes are estimated to increase by $25,571. The Cannabis Tax is steady and is estimated to have a slight increase of $13,000. That amount may increase if additional businesses become operational.

Licenses, Fees, and Permits FY 2026 Estimated: $2.4 million. The estimate is an increase of $21,785 when compared to projections for FY 2025. There are slight increases in multiple items in this category, including: building, plumbing, and electrical permits, animal licenses, and encroachment permits. The bulk of the revenue generated in this category is related to building activity. As such, the timing of development projects has a large impact on this category. This group can experience significant variations from one year to the next. Also included in this group are garage sale permits.

Fines, Penalties, and Forfeitures FY 2026 Estimated: $1.2 million. The FY 2026 estimate is an increase of $25,520 when compared to FY 2025 projections. The increases are primarily due to administrative fines & penalties, though there are small increases in vehicle code fines and parking fines.

Special Assessments FY 2026 Estimated: $787,463. This category is from public service assessments and is part of the tax roll. The FY 2026 estimate is an increase of $6,965 over FY 2025 projections.

Investment Earnings FY 2026 Estimated: $8.5 million. The estimate is an increase of $4.2 million over FY 2025 projections. The estimate is based on current investment strategies and performance of the portfolio, and cash balance in the General Fund.

Intergovernmental Revenue FY 2026 Estimated: $3.0 million. This is a decrease of $2.1 million as compared to FY 2025 projections. The revenue generated from this group includes mutual aid reimbursement, and State and Federal grant revenues.

Many grant-related items are one-time in nature and are not a sure source of revenue in future years. This category also experiences fluctuations from one year to the next from mutual aid reimbursements, depending on the severity of the fire season.

Current Services FY 2026 Estimated: $12.8 million. This represents an increase of $115,982 when compared to FY 2025 projections. Primary revenue items in this group include plan check fees, engineering and inspection fees, recreation revenues, and the EMS program. As with the Licenses, Fees, and Permits category, fluctuations in building-related activity can have a significant impact on this revenue group. There are increases in plan checks, planning application fees, fire service agreements, utility locating & marking, and after-school recreation programs. Additionally, there are decreases included for formationannexation fees, hazardous material services, and AMR systems enhanced fees.

Payments in Lieu of Services FY 2026 Estimated: $8.0 million. The estimate is an increase of $0.3 million compared to FY 2025 projections. The increase is related to the updated Cost Allocation Plan, which is reviewed annually.

Other Revenue FY 2026 Estimated: $18.4 million. The increase in this category is $7.0 million over FY 2025 projections. This is primarily due to an increase in the sale of surplus property. In addition, there are decreases in damage recovery, estimated donations, and miscellaneous income/refunds.

City of Corona | Proposed Budget Fiscal Year 2026 Page 56 Where Do Your Tax Dollars Go?
Property Tax
Property tax is applied to the net assessed property value as determined by the County of Riverside Assessor-Recorder. California Proposition 13 sets the maximum tax rate at 1%, which excludes voter-approved overrides (such as additional taxes for community facilities districts). Proposition 13 also limits the growth in assessed property values to the lesser of inflation or 2% per year.

The City carefully monitors property tax, in conjunction with the County of Riverside Assessor-Recorder.

According to the County of Riverside Assessor-Recorder, of each $1 in your base 1% property taxes that you pay, only 8 cents goes to Corona's General Fund to pay for critical services such as (but not limited to) police, library services, infrastructure, parks, recreation, and fire.
*from countywide perspective
Example: Home valued at $780,000
1% secured property tax = $624 to the City of Corona General Fund Corona’s Median Home Price (sold) approx. $780,000
(April 2025 – Realtor.com)
Sales Tax
Sales and use taxes are imposed on retail transactions and are remitted to the State of California, which allocates the sales tax to state and local agencies. The program is administered by the California Department of Tax and Fee Administration (CDTFA).

Generally, sales of tangible items in California are subject to sales tax, such as clothes, gasoline, vehicles, and most retail goods.

However, not all transactions are subject to sales tax. Transactions exempt from sales tax include sale of certain food products for human consumption (i.e. groceries) and sales of prescription medicine. In California, internet sales (i.e. Amazon) are generally taxable too.

Staff carefully monitors sales tax, along with published economic data as well as HdL Companies, the City’s sales tax consultant. HdL and City staff provide an update to the City Council on a quarterly basis.

Effective July 1, 2021, the City of Corona sales tax rate increased by 1.00%, to 8.75%. This is due to Measure X, also known as the City of Corona Economic Recovery, Public Safety, City Services Measure. Measure X was approved by a majority of the City of Corona voters in November 2020. Revenue collected will provide additional locally controlled funds to address City services and community-expressed priorities.

Following is an infographic which illustrates your City of Corona sales tax dollars and where they go.

City of Corona | Proposed Budget Fiscal Year 2026 Page 57 City of Corona | Proposed Budget Fiscal Year 2026 Page 58 Revenue - Where Does it Come From? - All Funds
FY 2026 Estimated Revenue, by Fund
GGGeeennneeerrraaalll FFFuuunnnddd (((444555...888%%%))) EEEnnnttteeerrrppprrriiissseee FFFuuunnndddsss (((222888...222%%%))) CCCaaapppiiitttaaalll PPPrrrooojjjeeeccctttsss FFFuuunnndddsss (((999...888%%%))) IIInnnttteeerrrnnnaaalll SSSeeerrrvvviiiccceee FFFuuunnndddsss (((777...222%%%))) SSSpppeeeccciiiaaalll RRReeevvveeennnuuueee FFFuuunnndddsss (((555...888%%%))) SSSuuucccccceeessssssooorrr AAAgggeeennncccyyy FFFuuunnndddsss (((111...777%%%))) AAAgggeeennncccyyy FFFuuunnndddsss (((111...555%%%)))
Capital Projects Funds $31,207,260 $30,172,135 $7,118,950 $3,954,607 $51,292,912 $47,338,305 1,197% General Fund $220,460,285 $237,691,504 $225,498,985 $225,100,922 $239,928,949 $14,828,027 6.6% Special Revenue Funds $38,655,633 $48,698,670 $40,804,689 $30,531,555 $30,288,138 -$243,417 -0.8% Enterprise Funds $145,022,546 $138,972,452 $134,006,789 $137,477,648 $147,563,707 $10,086,059 7.3% Internal Service Funds $27,629,084 $29,279,346 $32,084,557 $34,726,338 $37,604,395 $2,878,057 8.3% Agency Funds $23,080,889 $8,403,734 $7,107,504 $7,888,362 $7,846,690 -$41,673 -0.5% Successor Agency Funds $7,595,376 $8,208,111 $8,035,508 $8,035,508 $8,775,244 $739,736 9.2% Total: $493,651,072 $501,425,952 $454,656,981 $447,714,940 $523,300,034 $75,585,094 16.9% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2025 Estimated FY2026 Proposed $ Change (Prop. to Est.) % Change (Prop. to Est.) City of Corona | Proposed Budget Fiscal Year 2026 Page 59 Other funds (aside from the General Fund) receive revenue from multiple sources, such as utility rates (for water, sewer, and electric services), special capital grants (such as the federal Housing and Urban Development agency and community development block grants), as well as Gas Tax and Measure A. Below is a table which describes other significant non-General Fund revenue sources. For additional details, please also refer to documents on the Finance Department's page on the City's website (www.CoronaCA.gov) such as the "Budget Resources Manual" and presentations from budget workshops.

Special Revenue Funds – used to account for and report the proceeds of specific revenues sources that are restricted or committed to specific purposed, often by legislative authority.

Development Impact Fees (DIF) – Various funds Fees charged to real estate developers under AB1600. Fee is based upon the additional costs of providing public services to the new development. These fees are used to fund major capital projects.

Gas Tax Fund 222 and Road Maintenance and Rehabilitation Account (RMRA) Fund 221
A tax on gasoline per the California Streets and Highway Code.

The use of this revenue is limited to maintenance, rehabilitation, or improvement of public streets (such as paving).

Measure A Fund 227 Comes from a 0.50% sales tax rate originally approved by voters in 1988 (in Riverside County). In 2002, voters extended this sales tax rate through 2039. Revenue used to maintain and construct local streets and roads, and is allocated by the Riverside County Transportation Commission (RCTC) to cities within Riverside County.

Special Taxing Districts – Special Assessments – Various funds A special assessment on a property tax parcel for a special benefit provided. This revenue is only used to fund
maintenance efforts in the City’s landscape maintenance (LMD) and community facilities districts (CFD).

Capital Project Funds – used to account for and report financial resources that are restricted, or assigned to capital expenditures, including the acquisition or construction of capital facilities and other capital assets.

Home Investment Partnership Grant (HOME) Fund 432;
Neighborhood Stabilization Program Grant (NSP) and
Community Block Development Grants (CDBG) Fund 431
The City receives federal funding from the Housing and Urban Development Agency (HUD). CDBG funds may be used for
eligible projects and are allocated to benefit low and moderate income persons and/or to fund programs and projects to
alleviate blighted conditions within eligible CDBG areas. HOME funds may be used for activities that increase and preserve affordable housing. NSP funds are used to acquire and
rehabilitate foreclosed properties within the City for future multi-family development.

Transportation Uniform Mitigation Fee (TUMF) Funds 478 and 479 A voter-approved fee in 2002, which charges real estate developers a fee to fund transportation projects required as a result of growth. The program is administered by the County of Riverside.

Enterprise Funds – used to separately account self-supporting activities that are supported by rates and/or fees.

Utility Rates – Various funds Utility rates are calculated and charged based on the cost of service for each of the City’s utilities – water, sewer, electricity, and reclaimed water, in accordance with Proposition 218. A rate study is conducted every 3 years.

Internal Service Funds – used to separately account for departments that provide services to other City departments, and therefore incur costs that are then allocated to each receiving department.

Services to Other Funds – Various funds Internal service funds provide services to City departments, such as fleet operations, information technology, and
warehouse services. Revenues received by Internal Service Funds are treated as expenses by other departments receiving the services.

City of Corona | Proposed Budget Fiscal Year 2026 Page 60 Schedule of Estimated Revenue
Fund Number / Description
Actuals
2023
Actuals
2024
Adopted
2025
Projected
2025
Proposed
2026
General Fund
Property Taxes $ 60,965,345 $ 64,969,085 $ 65,623,930 $ 65,736,729 $ 68,469,800 Sales Tax 101,136,364 97,709,068 100,612,838 98,050,171 100,207,312 Other Taxes 13,376,528 15,166,752 14,789,698 15,725,589 16,144,202 Special Assessments 669,915 777,314 779,667 780,498 787,463 Licenses, Fees & Permits 2,783,393 2,273,820 2,091,186 2,386,695 2,408,480 Fines, Penalties & Forfeitures 1,436,615 1,420,858 1,290,195 1,172,461 1,197,981 Investment Earnings 6,546,859 19,124,999 6,484,027 4,322,838 8,513,667 Intergovernmental Revenues 2,217,199 3,899,069 2,099,035 5,134,683 3,027,163 Current Services 14,297,476 13,840,200 12,849,409 12,660,060 12,776,042 Payments In Lieu Of Services 6,029,949 6,336,890 7,874,038 7,773,943 8,024,801 Other Revenue 11,000,643 12,173,450 11,004,962 11,357,256 18,372,039 Total General Fund $ 220,460,285 $ 237,691,503 $ 225,498,985 $ 225,100,922 $ 239,928,949 Special Revenue Fund
206 Library Facilities Fee Fund $ 50,628 $ 26,806 $ 65,572 $ 64,146 $ 68,181 207 Fire Wild Land Mitigation Fund 7,490 8,924 10,944 20,697 21,375 208 TC Police Facilities Fund 116,594 138,546 119,887 114,615 128,836 209 TC Fire Facilities Fund 100,910 127,569 99,712 96,288 112,137 211 Street and Traffic Signals Fund 406,921 1,031,471 538,955 375,490 619,214 212 Drainage Fee Fund 204,528 221,428 173,653 213,240 299,773 213 Police Facilities Fund 13,956 6,141 21,305 10,530 21,045 214 Fire Facilities Fund 29,545 10,625 30,686 9,856 28,663 215 Public Meeting Facilities Fund 20,272 20,247 47,336 45,685 51,216 216 Aquatics Center Fund 16,312 20,646 36,998 32,980 40,744 217 Parks and Open Space Fund 117,884 315,192 603,562 680,659 756,440 218 Corona Mall Business Improvement District Fund 6,696 14,852 13,185 6,206 12,244 221 RMRA Fund 3,489,645 4,069,764 4,170,922 4,101,677 4,398,331 222 Gas Tax (2105-2106-Prop 42) Fund 4,149,826 4,481,672 4,814,965 4,522,975 4,585,514 224 Rideshare -Trip Reduction Fund 279,958 264,475 260,501 246,504 282,022 227 Measure A Fund 6,133,343 6,282,922 6,287,402 6,178,010 6,018,987 231 CAL COPS Grants Fund 258,808 188,001 268,924 521,162 48,811 234 AB1600 Parkland Acquisition Fee Fund 216,162 461,867 100,661 30,563 101,101 235 CFD 2016-3 Zone 12 Lemon Grove Fund 2,042 2,189 2,212 2,265 2,326 236 CFD 2018-1 Special Tax B (Bedford) Fund 143,370 167,893 172,547 240,623 110,732 237 CFD 2018-2 Special Tax B (Sierra Bella) Fund 193,161 226,430 227,681 234,992 242,272 238 CFD 2017-2 Valencia Fund 47,670 49,990 51,195 52,423 53,919 239 CFD 2016-3 Zone 13 Corona Industrial Park Fund 21,560 23,336 23,631 24,181 25,120 241 Abandonded Vehicle Abatement Fund 178,293 173,278 135,763 69,301 93,351 246 CFD 2000-1 (Eagle Glen II) Fund 36,343 54,148 51,743 41,322 60,356 247 CFD 2002-2 LMD Fund 78,102 87,999 87,831 84,240 93,252 248 CFD 97-1 Landscape Fund 434,919 464,529 463,408 461,911 485,404 249 CFD 2001-1 Landscape Fund 712,406 811,930 802,554 758,931 853,595 250 Asset Forfeiture Fund 56,344 45,347 9,708 59,286 13,486 251 CFD/LMD 2002-3 Landscape Fund 21,670 26,947 27,337 24,510 30,021 252 LMD 2003-1 Lighting Fund 148,190 161,213 160,640 153,019 166,619 253 CFD/LMD 2011-1 Fund 97,392 111,990 112,884 118,928 134,454 255 CFD 2016-2 Terrassa Fund 36,150 40,601 40,898 41,251 43,707 257 CFD 2016-3 Zone 2 Boardwalk Fund 66,917 72,268 72,611 73,715 76,635 258 CFD 2016-3 Zone 3 Dollar Self Fund 2,923 3,228 3,255 3,282 3,478 259 CFD 2016-3 Zone 4 515 S Promenade Fund 12,074 13,545 13,681 13,755 14,814 260 Residential Refuse / Recycling Fund 11,064,004 12,129,412 11,612,889 700,405 581,665 261 South Corona Major Thoroughfares Fund 655 1,378 1,283 809 1,596 263 CFD 2016-3 Zone 17 Corona Med Ctr Fund 16,825 18,375 18,684 19,214 20,188 264 CFD 2016-3 Zone 18 Corona Int Com Fund 5,950 6,495 6,533 6,635 6,801 City of Corona | Proposed Budget Fiscal Year 2026 Page 61 Fund Number / Description
Actuals
2023
Actuals
2024
Adopted
2025
Projected
2025
Proposed
2026
265 CFD 2016-3 ZN19 (Cresta Rd and Promenade) Fund 26,997.92 28,289 30,018 30,987 32,056 266 CFD 2016-3 Zone 20 Bedford Market Pl Fund 10,432 17,116 13,972 14,386 14,693 267 CFD 2016-3 Zone 21 Christopher Rn Fund 4,982 5,456 5,518 5,671 5,926 268 CFD 2016-3 Zone 22 N Main Rtl Fund 5,993 6,484 6,608 6,787 7,086 270 CFD 2016-3 Zone 24 WC Freeway CTR Fund - 3,425 3,480 3,592 3,628 271 CFD 2016-3 Zone 25 Prom Dist Ctr Fund 2,189 2,323 2,358 2,437 2,486 272 CFD 2016-3 ZN26 (TM 36605/36608) Fund 31,582.79 34,519 35,077 36,230 37,487 273 CFD 2016-3 Zone 27 Corona Tle Fund 933 2,075 1,968 2,031 2,051 274 South Corona Landscaping Fund 42,564 47,470 50,458 37,910 60,202 279 CFD 2016-3 Zone 31 (Lat Business) Fund 20,563.84 21,909 22,821 23,562 24,376 280 CFD 2016-3 Zone 32 NH Sherborn Fund - 22,611 4,166 4,431 4,752 281 CFD 2016-3 Zone 33 Oakmont Fund - 4,104 23,071 23,833 24,090 287 CFD 2016-3 Zone 15 N Point Evangl Ch Fund 1,224 1,300 1,308 1,336 1,357 288 Park Development (Quimby) Fund 165,204 - - - -
289 Dwelling Development Tax Fund 208,646 205,630 19,016 15,748 31,071 293 Opioid Settlement Fund 267,884 185,166 11,307 814,908 280,239 294 CFD 2016-3 Zone 6 Chung Fund 45,535 49,177 49,832 50,788 53,680 297 CFD 2016-3 Zone 8 Karen Parker Fund 3,250 6,855 4,379 4,544 4,728 410 Permanent Local Housing Grant Fund - 2,482,110 - 498,946 382,425 411 US Department of Justice Grant Fund 290,572 225,067 195,452 195,452 17,738 412 State Encampment Resolution Funding Grant - 566,705 - 500,170 - 413 American Rescue Plan Fund 565,521 4,050,651 794,820 309,816 611,265 415 Library-Other Grants Fund 594,461 33,879 9,424 31,600 37,797 422 Traffic Offender Fund 57,407 74,372 61,541 68,171 70,805 442 Adult and Family Literacy Grant Fund (17,830) 226,879 95,552 67,931 163,390 446 LMD84-1 Street Lights Fund 2,232,849 2,351,454 2,160,322 2,277,010 2,147,157 455 LMD 84-2 Zone 2 Fund 84,034 83,224 82,029 81,084 81,084 456 LMD 84-2 Zone 4 Fund 95,971 103,710 101,183 99,070 104,383 457 LMD 84-2 Zone 6 Fund 322,134 335,958 326,322 320,665 326,429 458 LMD 84-2 Zone 7 Fund 80,532 86,751 84,247 82,500 86,106 460 LMD 84-2 Zone 10 Fund 2,235,598 2,506,202 2,382,796 2,295,124 2,446,804 461 LMD 84-2 Zone 14 Fund 615,598 676,515 647,923 628,898 668,064 462 LMD 84-2 Zone 15 Fund 26,584 34,875 31,457 30,393 33,154 463 LMD 84-2 Zone 17 Fund 22,694 23,053 22,713 22,569 23,016 464 LMD 84-2 Zone 18 Fund 36,935 39,103 37,842 37,122 38,234 468 LMD 84-2 Zone 19 Fund 460,872 497,741 498,333 499,473 500,582 470 LMD 84-2 Zone 20 Fund 1,098,641 1,188,973 1,146,316 1,120,162 1,170,261 471 LMD 84-2 Zone 1 Fund 4,516 5,347 4,984 4,594 5,029
473 Eagle Glen HOA Fund 69,607 78,037 71,938 71,847 76,084 Total Special Revenue Fund $ 38,711,116 $ 48,698,184 $ 40,804,689 $ 30,778,059 $ 30,288,138 Capital Project Fund
243 Public Works Capital Grants Fund $ 25,263,389 $ 26,603,361 $ 421,562 $ 2,854,600 $ 36,358,000 244 SB 821 Transporation Grant - - 400,000 - -
245 County Service Area 152 (NPDES) Fund 1,180,095 1,227,488 1,057,522 1,057,647 1,121,953 291 Low Moderate Income Housing Asset Fund 900,480 893,173 965,411 599,259 1,023,009 431 CDBG Fund 960,149 773,331 1,181,327 - 1,187,305
432 Home Investment Partnership Program Fund - 613,998 526,977 405,216 519,069 445 Bicycle Transportation Account Fund 30 86 58 31 61
479 TUMF - WRCOG Fund 38,814 - - - 11,000,000
480 Reimbursement Grants Fund 2,864,302 60,698 2,566,093 42,329 83,515 Total Capital Project Fund $ 31,207,260 $ 30,172,135 $ 7,118,950 $ 4,959,082 $ 51,292,912 Enterprise Fund
275 Airport Fund $ 549,819 $ 552,181 $ 554,645 $ 555,232 $ 591,024 440 Sewer Capacity Fund 3,729,667 3,006,399 2,226,042 2,279,767 1,641,628 453 2012 Water Revenue Bonds Fund 10,070 50 - - -
507 Water Capacity Fund 1,945,094 1,978,381 4,133,005 2,797,948 3,755,674 567 Reclaimed Water System Fund 4,546,686 6,017,580 5,551,507 5,590,348 5,736,772 City of Corona | Proposed Budget Fiscal Year 2026 Page 62 Fund Number / Description
Actuals
2023
Actuals
2024
Adopted
2025
Projected
2025
Proposed
2026
570 Water Utility Fund 77,309,190 61,769,598 62,738,486 65,312,470 71,085,594 571 Water Utility Grant / Agreement Fund 296,312 5,893,268 - 5,435,201 - 572 Sewer Utility Fund 35,263,627 37,071,730 34,446,632 36,822,375 39,940,698 573 Sewer Grant / Agreement Fund 181,424 541,723 - - -
577 Transit Services Fund 2,662,458 2,937,742 3,401,197 3,772,126 4,198,066 576 Direct Access Electric Utility Fund 5,792,337 5,445,326 6,609,388 5,809,435 6,185,501 578 Greenfield Electric Utility Fund 12,631,456 13,757,340 14,345,887 12,871,006 14,428,751 579 Electric Utility Grant/Agreement Fund 22,205 1,134 - 3,866 - Total Enterprise Fund $ 144,940,345 $ 138,972,452 $ 134,006,789 $ 141,249,775 $ 147,563,707 Internal Service Fund
680 Warehouse Services Fund $ 446,580 $ 529,936 $ 471,110 $ 471,110 $ - 681 Information Technology Fund 14,233,631 13,782,452 15,041,884 15,041,884 17,477,311 682 Fleet Operations Fund 6,279,150 3,048,031 4,844,547 4,844,547 5,557,950 683 Workers' Compensation Fund 2,535,974 2,677,389 2,560,500 3,853,027 4,981,218 684 Fleet Replacement Fund - 3,454,470 2,991,550 2,991,550 3,260,152 687 Liability Risk Retention Fund 4,133,749 5,787,069 6,174,966 7,524,220 6,327,764 Total Internal Service Fund $ 27,629,084 $ 29,279,346 $ 32,084,557 $ 34,726,338 $ 37,604,395 Agency Funds
342 CFD 86-2 (Woodlake) Fund $ 2,828 $ 3,576 $ 3,306 $ 2,116 $ 4,175 358 CFD 89-1 A (LOBS DW) Fund 1,779 3,530 2,892 1,859 3,667 359 CFD 89-1 B (LOBS Improvement) Fund 1,725 2,613 2,449 1,567 3,092 365 AD 95-1 (Centex) Fund 235 497 463 297 585
366 AD 96-1, 96 A (MTN Gate) Fund 397 841 784 502 990
368 AD 96-1, 97 A (Van Daele) Fund 335 593 552 354 698
369 AD 96-1, 97 B (WPH) Fund 478 944 880 563 1,111
370 Ref CFD 90-1 (South Corona) Fund 11,665 23,886 20,975 13,450 26,538 371 CFD 97-2 (Eagle Glen I) Fund 282,561 21,818 686 1,767 3,487 373 AD 96-1, 99 A (Centex) Fund 207,617 18,839 865 12 24 374 CFD 2000-1 (Eagle Glen II) Fund 428,137 440,270 415,010 412,828 413,417 377 CFD 2001-2 (Cresta-Grande) Fund 233,367 247,465 235,245 236,700 158,678 378 CFD 2002-1 (Dos Lagos) Fund 1,205,701 1,288,883 1,178,288 1,158,929 1,159,397 381 CFD 2002-4 (Corona Crossings) Fund 623,343 639,612 599,310 595,544 595,938 382 CFD 2004-1 (Buchanan Street) Fund 204,596 205,146 202,806 202,359 202,803 383 CFD 2003-2 (Highlands Collection) Fund 467,867 462,232 443,118 445,343 445,934 384 CFD 2018-1 Bedford Fund 1,201,556 1,305,641 1,147,092 1,167,772 1,169,091 386 CFD 2018-2 Sierra Bella Debt Service Fund 17,002,985 2,006,646 1,167,920 1,167,759 1,168,103 387 CFD 2002-1 (Improvement Area) Fund 546,533 575,388 534,042 531,745 532,124 390 CFD 2016-2 (Terrassa Special Tax A) Fund 364,165 382,811 353,520 346,591 347,287 392 CFD 2017-2 (Valencia Special Tax A) Fund 279,088 286,540 266,971 260,756 261,294 393 CFD 2018-1 (Bedford IA 2 Tax A) Fund 13,933 485,963 530,330 1,339,549 1,348,257 Total Agency Funds $ 23,080,889 $ 8,403,734 $ 7,107,504 $ 7,888,362 $ 7,846,690 Successor Agency Fund
233 Obligation Payment Fund $ 7,204,595 $ 7,954,069 $ 8,035,508 $ 8,035,508 $ 8,775,244 417 RDA Successor Agency Fund 390,781 254,042 - - -
Total Successor Agency Fund $ 7,595,376 $ 8,208,111 $ 8,035,508 $ 8,035,508 $ 8,775,244 Total All Funds $ 493,624,355 $ 501,425,466 $ 454,656,981 $ 452,738,046 $ 523,300,035 Duplicate Debt Service/Agency Items (accounted for in multiple funds) 391 2016 Lease Revenue Bonds Fund $ 2,112,727 $ 2,115,883 $ 2,109,850 $ 2,109,850 $ 2,109,850 Total Duplicate Debt Service/Agency Items $ 2,112,727 $ 2,115,883 $ 2,109,850 $ 2,109,850 $ 2,109,850 Total All Funds, Including Duplicate Debt
Service Items, for Appropriation Purposes $ 495,737,082 $ 503,541,349 $ 456,766,831 $ 454,847,896 $ 525,409,885 City of Corona | Proposed Budget Fiscal Year 2026 Page 63 Expenses - What are Our Costs? - General Fund
The General Fund budget for Fiscal Year (FY) 2026 is $231.0 million. This represents a 4.2% increase, or $9.3 million, as compared to the FY 2025 adopted budget.

FY 2026 Budgeted Expenditures by, Expense Type
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General Fund
Expenditure Type
Actuals
FY 2023
Actuals
FY 2024
Adopted
FY 2025
Proposed
FY 2026
$ Change
FY 2025 to
FY 2026
Personnel $ 101,599,518 $ 111,232,532 $ 126,522,597 $ 141,304,324 $ 14,781,727 Services/Supplies
Capital Outlay 291,355 497,704 - - -
Contractual 14,185,376 17,953,188 19,202,442 19,821,823 619,381 Materials and Supplies 29,627,489 31,820,485 35,629,675 36,226,481 596,806 Other Sources 184,958 - - - -
Utilities 3,976,934 4,244,133 4,847,163 4,970,310 123,147 Subtotal Services/Supplies 48,266,112 54,515,511 59,679,280 61,018,614 1,339,334 Debt Service 21,716,865 22,386,117 23,357,926 24,088,167 730,241 Operating & Maintenance Projects - 4,810,789 176,327 20,000 (156,327) Capital Improvement Projects 5,498,614 7,961,739 12,000,000 4,617,802 (7,382,198) Totals $ 177,081,109 $ 200,906,688 $ 221,736,130 $ 231,048,907 $ 9,312,777 Year over year change ($) 23,825,579 20,709,018 9,312,777 Year over year change (%) 13.45% 10.3% 4.2%
City of Corona | Proposed Budget Fiscal Year 2026 Page 64 The General Fund net changes between FY 2025 and FY 2026 are from the following categories:

Personnel: Increase of $14.8 million. There are 832 full-time positions and 97.70 part-time positions included in the FY 2026 budget, many of which are budgeted in the General Fund.

Contractual: Increase of $0.6 million. The increase in the contractual amount is due to an expanded scope of services— including additional mowing areas, landscaping needs, and animal service responsibilities.

Materials and Supplies: Increase of $0.6 million. There are multiple increases and decreases leading to the net increase in this category. There are increases in materials and supplies costs for tree maintenance service, and increase in insurance premiums. There are increases in internal service charges for information technology and fleet. There are decreases in minor equipment and furniture, maintenance and operating service, program expenditures, and prevention and maintenance materials.

Utilities: Increase of $0.1 million. The primary increase in this category is due to an increase in electric utility costs.

Debt Service: Increase of $0.7 million. The increase is due to an increase in interest expense. The budget is based on approved bond payment schedules.

Operating & Maintenance Projects: Decrease of $0.2 million. This decrease is due to the completion of general fund projects at fiscal year-end.

Capital Improvement Projects: Decrease of $7.4 million. The decrease is due to the one-time nature of budgeting for capital projects and the fluctuations from year-to-year.

City of Corona | Proposed Budget Fiscal Year 2026 Page 65 Expenses - What are Our Costs? - All Funds
The City’s total budget for Fiscal Year (FY) 2026 is $456.3 million (excluding duplicate debt service fund 391). This represents a 2.0% decrease, or $9.3 million, as compared to the FY 2025 adopted budget.

All Funds
Expenditure Type
Actuals
FY 2023
Actuals
FY 2024
Adopted
FY 2025
Proposed
FY 2026
$ Change
FY 2025 to
FY 2026
Personnel $ 126,697,962 $ 140,328,666 $ 154,454,322 $ 171,571,686 $ 17,117,364 Services/Supplies
Capital Outlay 757,665 951,035 200,000 - (200,000)
Claims Expense 1,878,040 4,590,160 2,483,778 2,750,600 266,822 Contractual 42,620,419 51,366,276 53,266,039 43,848,658 (9,417,381) Depreciation 18,833,328 19,765,099 - - -
Materials and Supplies 92,833,984 100,288,838 116,095,609 115,897,752 (197,857) Other Sources 184,958 - - - -
Utilities 31,289,567 29,249,797 37,020,241 38,129,808 1,109,567 Subtotal Services/Supplies 188,397,962 206,211,204 209,065,667 200,626,818 (8,438,849) Debt Service 33,284,348 38,054,515 33,437,185 33,861,168 423,983 Operating & Maintenance Projects - 22,720,471 12,819,851 16,685,856 3,906,005 Capital Improvement Projects 39,715,546 39,743,898 55,793,741 33,551,845 (22,281,896) Totals $ 388,095,819 $ 447,058,754 $ 465,570,766 $ 456,297,373 $ (9,273,393) Year over year change ($) 58,962,936 18,512,012 (9,273,393) Year over year change (%) 15.19% 4.1% -2.0%
FY 2025 Adopted vs. FY 2026 Proposed Expenditures, by Fund Millions
Successor Agency Funds
Capital Projects Funds
Agency Funds
Special Revenue Funds
Internal Service Funds
Enterprise Funds
General Fund
FY2025
FY2026
$0
$100
$200
$300
$400
$500
City of Corona | Proposed Budget Fiscal Year 2026 Page 66 The net changes between FY 2025 and FY 2026 are from the following categories:

Personnel: Increase of $17.1 million. There are 8 new full-time positions included in the FY 2026 budget.

Claims Expense: Increase of $0.3 million. The primary increase in claims expense is due to increase in workers' compensation claims expenses related to medical.

Contractual: Decrease of $9.4 million. The primary decrease is due to the transition of refuse and recycling billing services to Waste Management.

Materials and Supplies: Decrease of $0.2 million. There are multiple increases and decreases leading to the net increase in this category. There are increases in materials and supplies costs for tree maintenance service, and increase in insurance premiums. There are increases in internal service charges for administrative services, information technology, and fleet. There are decreases in minor equipment and furniture, maintenance and operating service, program expenditures, prevention and maintenance materials.

Utilities: Increase of $1.1 million. The utilities category increase is due to electric and water usage costs and wholesale energy costs.

Debt Service: Increase of $0.4 million. The increase in this category is due to a net increase and decrease in principal payment and interest expense for pension obligation bonds. The budget is based on the approved bond payment schedule.

Operating & Maintenance Projects: Increase of $3.9 million. The increase is due to additional projects requested, resulting from the essential need for routine measures to ensure the proper function and condition of existing assets.

Capital Improvement Projects: Decrease of $22.3 million. The decrease is due to the one-time nature of budgeting for capital projects and the fluctuations from year-to-year.

City of Corona | Proposed Budget Fiscal Year 2026 Page 67 Personnel Costs
The main drivers for personnel costs are salaries, health care contributions, CalPERS normal employer contributions, overtime and comp time, and other post-employment benefits (retiree medical benefits).

Please refer to the Schedule of Positions for a historical overview of City staffing, including changes during FY 2025 and position changes authorized in the budget process for FY 2026.

The total citywide personnel budget for all funds is $171.6 Million (includes fiduciary funds).

All Funds Breakdown of Personnel Costs
(values in millions)
Salaries
Salary costs may vary as a result of changes in staffing levels, which occur either through salary savings as a result of vacant positions (authorized but unfilled), employee separation (attrition due to a retirement, resignation, or layoff) or new full-time equivalent positions (FTE) that are authorized in the budget. As a general rule, vacant positions are budgeted at the mid-salary range of the position.

The City includes a full-time position vacancy factor in the budget process for the General Fund and utility funds. Historically, there was a savings at the end of each fiscal year based on vacancies from attrition and other related reasons. Instead of budgeting 100% of the positions, a vacancy factor has been applied to FY 2026 to account for the savings at the beginning of the budget process. The savings will continue to be monitored throughout the year to determine if adjustments are needed. For existing positions, the rates were determined using a lookback period of five years.

Vacancy Factor Applied: Sworn – Fire 0.0%
Vacancy Factor Applied: Sworn – Police 0.0%
Vacancy Factor Applied: Non-Sworn 4.5% average (varies by department, 0.0% - 9.5%) Vacancy Factor Applied: Non-Sworn Utilities 6.4%
City of Corona | Proposed Budget Fiscal Year 2026 Page 68 CalPERS Employer Contributions (Pension Costs) / Pension Obligation Bonds CalPERS contributions are made up of two components: normal cost and unfunded accrued liability (UAL). The following tables reflect the City’s employer contributions as forecasted by CalPERS over the next five fiscal years, which takes into account mortality rates, and CalPERS investment returns. The information is based on the June 30, 2023 actuarial report released in July 2024. The information from the actuarial report includes the discount rate (assumed rate of return) of 6.8% as approved by the CalPERS Board of Administration in November 2021. The employer normal cost rates below are calculated on base pay, special compensation and other PERS’able items.

PERS is not calculated on overtime unless the hours were worked on a holiday.

Actual/Estimated CalPERS Employer Contribution - Normal Cost Normal Cost,
PERS Plan
Actual
FY 2024
Actual
FY 2025
Actual
FY 2026
Est.

FY 2027
Est.

FY 2028
Est.

FY 2029
Est.

FY 2030
Est.

FY 2031
Miscellaneous 12.03% 12.05% 11.53% 11.30% 11.10% 10.90% 10.70% 10.50% Police 26.19% 25.13% 24.54% 23.70% 23.00% 22.20% 21.40% 20.70% Fire - Classic 29.09% 29.30% 29.35% 29.40% 29.40% 29.40% 29.40% 29.40% Fire - PEPRA 14.50% 14.72% 14.96% 15.00% 15.00% 15.00% 15.00% 15.00% Note: Safety employees contribute 1.50% towards the employer contribution, not reflected above.

Actual/Estimated CalPERS Unfunded Accrued Liability (UAL) Value in Millions
Unfunded Liability,
PERS Plan
Actual
FY 2024
Actual
FY 2025
Actual
FY 2026
Est.

FY 2027
Est.

FY 2028
Est.

FY 2029
Est.

FY 2030
Est.

FY 2031
Miscellaneous $0.00 $1.38 $3.04 $3.71 $4.38 $5.05 $5.13 $5.13 Police $0.00 $1.52 $2.20 $2.93 $3.66 $4.40 $4.46 $4.46
Fire - Classic $0.00 $0.63 $1.26 $1.60 $1.93 $2.26 $2.30 $2.30 Fire - PEPRA $0.00 $0.02 $0.03 $0.04 $0.06 $0.07 $0.07 $0.07 Totals $0.00 $3.54 $6.54 $8.28 $10.03 $11.78 $11.96 $11.96 In October 2021, the City issued pension obligation bonds to reduce the overall pension impact on the City’s budget and ultimately save money. The action was officially approved by the City Council in January 2021. The bonds extinguished the UAL at that point in time. With the payment structure of the bond issuance, the City anticipates saving $166 million over 20 years. On an annual basis, CalPERS prepares actuarial reports which re-evaluate the investment returns and the projected funding target for current and future retirees. Staff will review the actuarial reports to evaluate and address any future unfunded liabilities per the City’s adopted Pension Management Policy.

In July 2024, the City received the June 2023 actuarial reports. They are the second reports since the issuance of the Pension Obligation Bonds. The City’s new combined UAL is $108.3 million, with a minimum payment of $6.5 million in FY 2026. To achieve cash flow savings, for several years the City of Corona utilized the annual lump sum pre-payment option offered by CalPERS. By making the full annual payment of the UAL in July, rather than spread over 12 months, the City can take advantage of a savings of approximately 3%. For FY 2026, the City will once again take advantage of the annual lump sum pre-payment option offered yielding a savings of $211,533, or 3.2%, across all plans.

City of Corona | Proposed Budget Fiscal Year 2026 Page 69 Other Post-Employment Benefits (Retirees)
The City is obligated to pay certain other post-employment benefits to retirees (‘OPEB’), consisting primarily of retiree medical costs.

To mitigate the further escalation of OPEB costs, the City established an irrevocable OPEB trust fund through the California Employers’ Retiree Benefit Trust (CERBT) Program in March 2008. The current budgetary policy is to fund the annual required contribution (‘ARC’).

The ARC is an actuarially-determined, annual contribution that addresses current costs (for active retirees) and future costs (for eligible, current employees) which the City is obligated to pay.

OPEB costs in FY 2025 were budgeted at $11,101,200. The budget for FY 2026 currently sits at $9,559,873, which is a decrease of $1,541,327, or 13.9%, over the budget for FY 2025. The OPEB budget for non-general funds was inadvertently omitted from the proposed budget. Given the importance of ensuring all financial obligations are properly accounted for, a review is actively underway to address the necessary adjustments. The updated figures will be incorporated into the final budget to reflect the appropriate allocations and maintain fiscal accuracy.

OPEB by Funding Source
Actuals
FY 2023
Actuals
FY 2024
Adopted
FY 2025
Proposed
FY 2026
$ Change
FY 2025 to
FY 2026
General Fund $ 7,156,903 $ 7,245,007 $ 9,208,126 $ 9,559,873 $ 351,747 Water, Sewer, Electric Funds 997,487 963,932 1,211,909 - (1,211,909) Other Funds 456,216 541,787 681,165 - (681,165)
Totals $ 8,610,605 $ 8,750,726 $ 11,101,200 $ 9,559,873 $ (1,541,327) Year over year change ($) $ 140,121 $ 2,350,474 $ (1,541,327) Year over year change (%) 1.6% 26.9% -13.9%
Health Care Costs
The health care costs budgeted for FY 2026 are based on elections that employees made during the open enrollment period in October 2024. Employees can select a health plan option based on their hire date and respective bargaining unit. The health care costs include medical insurance premiums and medical insurance opt out payments. The budget for health care was prepared based on the current Memorandums of Understanding (MOU) and resolutions for each bargaining unit. The health costs in FY 2026 are expected to increase by $1,646,223, or 11.4%, as compared to the adopted FY 2025 budget. The increase is largely due to revised cafeteria plan benefits approved in December 2024.

Health Care Costs by Funding Source
Actuals
FY 2023
Actuals
FY 2024
Adopted
FY 2025
Proposed
FY 2026
$ Change
FY 2025 to
FY 2026
General Fund $ 8,147,449 $ 9,390,093 $ 10,853,366 $ 12,164,909 $ 1,311,543 Water, Sewer, Electric Funds 1,669,004 1,928,177 2,302,554 2,526,305 $ 223,751 Other Funds 785,552 930,925 1,242,987 1,353,916 $ 110,929 Totals $ 10,602,005 $ 12,249,195 $ 14,398,907 $ 16,045,130 $ 1,646,223 Year over year change ($) $ 1,647,190 $ 2,149,712 $ 1,646,223 Year over year change (%) 15.5% 17.5% 11.4%
Service Adjustments (Operating Budget)
A service adjustment change relates to new programs, service level enhancements, and/or new authorized positions. A capital outlay is a non-recurring operating expense, typically a one-time small equipment purchase, which does not meet the criteria of a new capital project (less than $50K). A detailed list of recommended service adjustments for FY 2026 can be found on the following pages.

City of Corona | Proposed Budget Fiscal Year 2026 Page 70 Service Adjustments - Operating Budget

FUND DEPARTMENT DESCRIPTION

ONE-TIME/

RECURRING
AMOUNT
GENERAL FUND (FUND 110, 120 & 130)
Community Services 1 FT Facilities Manager and 3 FT Facilities Specialist Recurring 116,489 Community Services Community Event Sponsorship Recurring 25,000 Community Services Conference and Travel - Park Services Recurring 2,025 Community Services Electronic Information Resources for Library Recurring 125,000 Community Services Fourth of July Celebration Recurring 4,000 Community Services Holiday Lighting Decorations One-Time 42,200 Community Services Operational Tools - 1 FT Facilities Manager and 3 FT Facilities Specialist
One-Time 30,000
Community Services Purchase of multilingual books Recurring 11,174 Community Services Self-Check out machines replacement for the Library One-Time 48,190 Community Services Tree Trimming and Pruning Services One-Time 50,000 Community Services Vehicles Purchase for 1 FT Facilities Manager and 3 FT Facilities Specialist
Recurring 42,000
Economic Development Corona Mall Maintenance Services One-Time 25,000 Economic Development Security Services for South Corona Mall One-Time 113,525 Economic Development Professional and Contract Services for North Mall Development One-Time 100,000 Finance Conference - Finance Recurring 2,600
Fire Increase coverage acreage for Wildland Protection Agreement Recurring 62,848 Fire Fire Station #3 Dormitory Renovation One-Time 50,000 Fire Fire Station #3 Bathrooms Renovation One-Time 50,000 Fire Fire Station #6 Flooring Replacement One-Time 15,000 Fire Prehospital Blood Transfusion Program Recurring 15,000 Fire Purchase of Books For New Building and Fire Codes One-Time 4,000 Fire Subscription for Public Safety Enterprise Communication (PSEC) Recurring 62,497 Fire Weed Abatement Program Recurring 25,000
Human Resources Conferences and Training - Human Resources Recurring 10,000 Human Resources Personnel Investigations Recurring 25,000 Legal & Risk Management 1 FT Senior Deputy City Attorney (Constitutional Policing Advisor)
One-Time/Recurring 288,133
Planning & Development Computer Equipment and Software - Planning and Development
Recurring 1,500
Planning & Development Landscape Ordinance and Guidelines Professional and Contract Services
One-Time 50,000
Police 1 FT Animal Care Technician One-Time/Recurring 91,685 Police Animal Control Supplies due to growth of puppy and fostering activities
Recurring 16,254
Police Cellebrite Insights Program (Examination of digital evidence) Recurring 10,000 Police Drug Destruction from property and evidence section Recurring 5,950 Police Incident Based Reports Maintenance Recurring 5,780 Police Police Range Maintenance Services Recurring 121,321 Police Vehicle Purchase for 2 new Community Service Officers' units Recurring 15,555 Public Works Memberships and Dues - American Public Works Association (APWA)
Recurring 2,700
Public Works Increase in Employee Engagement Recurring 2,000 City of Corona | Proposed Budget Fiscal Year 2026 Page 71

FUND DEPARTMENT DESCRIPTION

ONE-TIME/

RECURRING
AMOUNT
Public Works Conference, Training, and Travel - Public Works Recurring 4,000 Public Works Memberships and Dues - California Park & Recreation Society (CPRS) and National Council of Architectural Registration Boards
Recurring 670
GENERAL FUND TOTAL $ 1,672,096
TC LAW ENFORCEMENT FAC FEE FUND (208)
Police Vehicle Purchase for 2 new Community Service Officers' units One-Time 83,520 TC LAW ENFORCEMENT FAC FEE FUND TOTAL $ 83,520
GAS TAX FUND (222)
Public Works Conference, Training, and Travel - Public Works Recurring 4,000 GAS TAX FUND TOTAL $ 4,000
ABANDONED VEHICLE ABATEMENT FUND (241)
Planning & Development Conference, Training, and Travel - Abandoned Vehicle Abatement
Recurring 600
Planning & Development Memberships and Dues - California Association of Code Enforcement Officers (CACEO)
Recurring 100
Planning & Development New Uniforms for Abandoned Vehicle Abatement (AVA) Inspectors
Recurring 180
Planning & Development Postage and Shipping for AVA notice of violations and citations Recurring 1,300 Planning & Development Replacement of Computer Equipment and Software One-Time 2,000 ABANDONED VEHICLE ABATEMENT FUND TOTAL $ 4,180
COUNTY SERVICE AREA 152 FUND (245)
Public Works Catch Basin with Trash Capture Device Cleaning Recurring 85,000 COUNTY SERVICE AREA FUND TOTAL $ 85,000
LOW MOD INCOME HOUSING ASSET FUND (291)
City Manager's Office Mailers and Meeting for Rent Stabilization Initiative One-Time 4,000 City Manager's Office Postage and Shipping for Rent Stabilization Initiative One-Time 1,500 LOW MOD INCOME HOUSING ASSET FUND TOTAL $ 5,500
LMD 84-2 ZONE 19 FUND (468)
Community Services Tree Trimming Services One-Time 7,500 LMD 84-2 ZONE19 FUND TOTAL $ 7,500
RECLAIMED WATER UTILITY FUND (567)
Utilities 1 FT Water Operator I/II/III Flex Recurring 1,729 Utilities Vehicle Purchase for 1 Utility Truck One-Time/Recurring 235 RECLAIMED WATER UTILITY FUND TOTAL $ 1,964
WATER UTILITY FUND (570)
Public Works Purchase of References Documents for Public Works One-Time 1,100 City of Corona | Proposed Budget Fiscal Year 2026 Page 72

FUND DEPARTMENT DESCRIPTION

ONE-TIME/

RECURRING
AMOUNT
Public Works Memberships and Dues - American Water Works Association and North American Society for Trenchless Technology
Recurring 825
Public Works Conference, Training, and Travel - Public Works Recurring 10,000 Utilities Vehicle Purchase for 1 Utility Truck One-Time/Recurring 11,741 Utilities 1 FT Water Operator I/II/III Flex Recurring 168,204 Utilities Operational Tools for 2 New Water Operators One-Time 7,200 WATER UTILITY FUND TOTAL $ 199,070
SEWER UTILITY FUND (572)
Utilities 1 FT Water Reclamation Operator I/II/III/Flex Recurring 168,027 Utilities Training for Vactor Truck and Sanitary Sewer Overflow One-Time 2,500 Utilities Vehicle Purchase for 1 Utility Truck One-Time/Recurring 10,566 SEWER UTILITY FUND TOTAL $ 181,093
GREENFIELD ELECTRIC UTILITY FUND (578)
Utilities Buried Underground Residential Distribution (BURD) Transformer Lid Replacements
Recurring 15,800
Utilities Electric Corrective Maintenance Recurring 100,000 Utilities Vehicle Purchase for 1 Utility Truck One-Time/Recurring 939 GREENFIELD ELECTRIC UTILITY FUND TOTAL $ 116,739
INFORMATION TECHNOLOGY FUND (681)
Information Technology 1 FT Reclassify PT Administrative Assistant to FT Recurring 32,535 Information Technology AV Equipment Replacement Recurring 50,000 Legal & Risk Management Hardware/Software/IT cost for 1 FT Senior Deputy City Attorney (Constitutional Policing Advisor)
One-Time/Recurring 3,155
Police Cybersecurity Program for Police Dispatch Consoles Recurring 14,000 Police Hardware/Software/IT cost for 1 FT Animal Care Technician One-Time/Recurring 2,668 Police Mobile Secure Access Virtual Private Networks Recurring 20,000 Police Upgrade License Plate Recognition Program Recurring 15,000 INFORMATION TECHNOLOGY FUND TOTAL $ 137,358
FLEET OPERATIONS FUND (682)
Public Works Materials for Fleet's Office Renovation One-Time 750 FLEET OPERATIONS FUND TOTAL $ 750
TOTAL SERVICE LEVEL CHANGES $ 2,498,770
City of Corona | Proposed Budget Fiscal Year 2026 Page 73 Measure X Allocation Plan
In November 2020, City of Corona voters approved Measure X, a 1% sales tax measure effective on July 1, 2021. The net Measure X estimates are $44.8 million for FY 2026. This amount is net of the estimate to be distributed for sales tax agreements. Please reference the ‘Measure X Allocation Plan’ for a full list of operating budget items, capital improvement projects, and estimated reserve contributions. Measure X funds for FY 2026 are allocated to community priorities as shown in the following table.

FY 2026 Measure X Allocations
Including FY 2026 Reserves
Category
FY 2026
Recurring
FY 2026
One-Time
Total
FY 2026
Funding
FY 2026
Reserves
Economic Development $ 534,762 $ - $ 534,762 $ -
Public Safety 17,089,356 115,000 17,204,356 -
Service Improvements 5,375,177 - 5,375,177 -
Proactive Debt Retirement 4,380,439 - 4,380,439 2,000,000 Homelessness 5,714,343 - 5,714,343 -
Infrastructure Investments 897,935 2,495,000 3,392,935 - Parks & Recreation 2,765,276 1,727,802 4,493,078 187,679 Community Building/Engagement 1,432,031 48,190 1,480,221 - Totals $ 38,189,318 $ 4,385,992 $ 42,575,310 $ 2,187,679 FY 2026 Grand Total: Total FY 2026 Funding + FY 2026 Reserves $ 44,762,989 City of Corona | Proposed Budget Fiscal Year 2026 Page 74 City of Corona | Proposed Budget Fiscal Year 2026 Page 75 Measure X Funding Plan FY 2026
Strategic Goal #1 - Financial Stability / Strategic Goal #2 - Strong Economy / Strategic Goal #3 - Sound Infrastructure Strategic Goal #4 - Safe Community / Strategic Goal #5 - Sense of Place / Strategic Goal #6 - High-Performing Government

COMMUNITY BUILDING / ENGAGEMENT
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Various Previously
Approved
Recurring Items
Previously approved recurring items - 1,307,031 - 1,307,031 Community Services 5 Library Electronic
Information
Resources
Databases (Reference resources for business, homework help and early literacy.) E-media, E-books, E-audio, streaming movies, music and television shows.
- 125,000 - 125,000
Community Services 5 Self-Check
Equipment Update
The current self-check machines & gates were purchased in 2013 and have to come to end of life. Software updates are no longer available for the self-check machines and the security gates. The Security gates no longer register the titles of books without the RFID inactivated. This is important to ensure that Heritage Room books are not stolen. The
equipment needs to be replaced.
48,190 - - 48,190
CATEGORY TOTAL 0 $ 48,190 $ 1,432,031 $ - $ 1,480,221

ECONOMIC DEVELOPMENT
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Economic Development Previously
Approved
Recurring Items
Previously approved recurring items - 534,762 - 534,762 CATEGORY TOTAL 0 $ - $ 534,762 $ - $ 534,762

HOMELESSNESS
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Various Previously
Approved
Recurring Items
Previously approved recurring items - 5,714,343 - 5,714,343 CATEGORY TOTAL 0 $ - $ 5,714,343 $ - $ 5,714,343

INFRASTRUCTURE INVESTMENTS
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Various Previously
Approved
Recurring Items
Previous approved recurring items - 897,935 - 897,935
CIP 3 Citywide Street
Pavement
Rehabilitation
Pavement rehabilitation for local and major streets in
accordance with the current Pavement Management Study.

Rehabilitation may include reconstruction paving, crack sealing, slurry, etc.
2,150,000 - - 2,150,000
CIP 3 Library Facilities
Improvements
A Capital Improvement Project (CIP) dedicated to the
maintenance and repair of the City's Library.
50,000 - - 50,000
CiP 3 Police Department
Facility
Improvements
This project is dedicated to the maintenance and repair of the City's Police Department.
45,000 - - 45,000
CIP 3 Library HVAC
Pneumatic
Controls
This project will install new software and programming of the HVAC system and convert electric actuators to eliminate pneumatic controls for the HVAC system at the Library.
250,000 - - 250,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 76 CATEGORY TOTAL 0 $ 2,495,000 $ 897,935 $ - $ 3,392,935

PARKS & RECREATION
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Various Previously
Approved
Recurring Items
Previously approved recurring items - 2,626,787 - 2,626,787 City of Corona | Proposed Budget Fiscal Year 2026 Page 77

PARKS & RECREATION
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Community Services 5 Enhanced
Maintenance Team
Creation of a skilled maintenance crew to do more advanced repairs, remodels, and amenity replacements. The current maintenance team performs some of this work, but a more skilled crew will be able to do more work at a lower cost than our on-call contractors and provide on the job training to upskill our existing maintenance team. The personnel costs will be funded by each project, either a CIP or the general fund. Amount budgeted is 20%.
4 30,000 138,489 - 168,493
Community Services 5 Tree Trimming and
Pruning Services
The residential pay program will request an appropriation of $50,000 to offset costs for residents opting to have their tree pruned outside of the scheduled 5-year grid pruning
schedule. This appropriation is budget neutral with full cost recovery and will not add any additional finical impacts to the general fund operating budget.
50,000 - - 50,000
CIP 3 River Road Park To enhance recreational variety and improve the efficiency of the site, add a multi-use sports court and an active
use/challenge amenity. Increase shade by replacing the
picnic area pergola and adding shade to the play area.

Redesign existing water features with conservation in mind, while also improving the park's aesthetics. Additionally, add publicly accessible restrooms to improve visitor convenience. 550,000 - - 550,000
CIP 3 Pickleball Facility A tournament-style pickleball facility with approximately 12- 16 courts will be provided, along with two paired pickleball courts added in Quadrant 2. Additionally, 8 pickleball courts currently at Border Park will be relocated to a citywide or community park, resulting in 7-9 more courts.
1,097,802 - - 1,097,802
Finance Parks & Recreation
Reserve
Reserved for future parks and recreation investments. - - 187,679 187,679 CATEGORY TOTAL 4 $ 1,727,802 $ 2,765,276 $ 187,679 $ 4,680,757

PROACTIVE DEBT RETIREMENT
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Finance PERS Contributions Recurring cost in increase in CalPERS contribution as compared to Fiscal Year 2021 (baseline year). Reserves will be set aside to address future unfunded accrued pension
liabilities.
- 4,380,439 2,000,000 6,380,439
CATEGORY TOTAL 0 $ - $ 4,380,439 $ 2,000,000 $ 6,380,439

PUBLIC SAFETY
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Various Previously
Approved
Recurring Items
Previously approved recurring items - 16,720,224 - 16,720,224 Fire 4 PSEC Subscription The Fire Department is requesting additional funding for an increase in the Public Safety Enterprise Communication
(PSEC) subscription to ensure reliable emergency
communication and interoperability with regional agencies. - 62,497 - 62,497
City of Corona | Proposed Budget Fiscal Year 2026 Page 78 Fire 4 Wildland
Protection
Agreement
CFD currently has a Wildland Protection Agreement (WPA) with Cal FIRE for the Prado Basin and Eagle Valley. The combined acreage is 1879. We are seeking to add 1476 acres in Sierra Del Oro. These WPAs provide specialty resources like aircraft, hand-crews, and dozers. For context, Assistance By Hire (ABH) rates for an initial attack high-watershed dispatch with 2000 gal. of retardant is $93,551. The added WPA
acreage equates to $62,848 annual increase.
- 62,848 - 62,848
Fire 4 Blood Program CFD launched its prehospital blood transfusion program in FY 25, enabling emergency responders to deliver life-saving blood products directly to trauma victims, improving survival rates for patients with severe hemorrhaging. The estimated programmatic cost is $30,000 annually. Half of this cost is offset by blood donations. The SLC request is the remaining balance of $15,000/year.
- 15,000 - 15,000
Fire 4 Station 3 Dorms Corona Fire Station 3, built in 1974, requires a remodel to align with modern workforce standards, improve privacy, and meet gender inclusivity requirements. The current open
dorm layout is outdated and has exceeded the 35-year
lifespan, as noted by the Roth IAMS facility assessment (6-8 individual rooms).
50,000 - - 50,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 79

PUBLIC SAFETY
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Fire 4 Station 3
Bathrooms
The restrooms and showers at Corona Fire Station 3, original to its 1974 construction, are outdated and in need of
upgrades for safety, hygiene, and accessibility. With a 35-year lifespan per the Roth IAMS assessment, these facilities are overdue for needed upgrades and enhancements.
50,000 - - 50,000
Fire 4 Station 6 Flooring The 1999-installed carpet in Fire Station 6 shows significant deterioration due to high traffic and past contamination events (sewer blockage). The Roth IAMS facility assessment notes a 10-year lifecycle for carpets in high-use areas.

Replacement with hard flooring is recommended for
durability, longevity, and cleanliness.
15,000 - - 15,000
Police 4 Animal Care
Technician
The Humane Society standards require about 15 minutes of daily care per animal in a shelter. With 100-150 animals at Corona Animal Shelter, our 2 Animal Care Technicians need

12.5-19 hours daily just for basic care. This unsustainable workload, without additional staffing, has led to burnout, turnover, and a stressful environment. Current numbers don’t account for enrichment, grooming, health monitoring, or social interaction. To meet the needs of both animals and staff.
1 - 91,685 - 91,686
Police 4 Annual Range
Maintenance
Services
Cleaning and mining the range significantly reduces lead exposure for both range staff and users. Nearby agencies have recently reported high blood lead levels in their range staff, highlighting the importance of preventive measures.

Mining the range will help avoid similar issues here, ensuring the safety of our personnel and other users. Additionally, properly filling the hopper with the correct amount of rubber will help prevent rounds from ricocheting back toward
officers.
- 121,321 - 121,321
Police 4 Celebrite Insights Cellebrite Insights is a critical iinvestigative tool for our Police Department. Cellebrite Insights is an advanced data analytics platform that enhances our law enforcement capabilities by rapidly analyzing digital evidence, identifying patterns, and providing actionable intelligence for solving crimes.
- 10,000 - 10,000
Police 4 IBR Maintenance This program is necessary as is generates complete and accurate Incident Based Reports (IBR). This module assists users in knowing exactly what information needs to be
added or changed in order to complete a report by
highlighting any required fields. This helps personnel spot vital information that needs attention and streamlines the editing process. The software’s capabilities also assist users in gathering all pertinent information by asking additional questions based on the data they enter.
- 5,781 - 5,781
CATEGORY TOTAL 1 $ 115,000 $ 17,089,356 $ - $ 17,204,356

SERVICE IMPROVEMENTS
Department
Strategic
Goal Request Name Description / Justification FTE One-Time Recurring Reserves Total Finance Previously
Approved
Recurring Items
Previously approved recurring items - 5,087,044 - 5,087,044 Legal & Risk Management Senior Deputy City
Attorney
(Constitutional
Policing Advisor)
The City Attorney's Division wishes to add an additional attorney to staff - Senior Deputy City Attorney (Constitutional Policing Advisor) as we begin our succession planning
process. This will be for up to 2 years for training before retirement of any current attorney staff.
1 - 288,133 - 288,134
City of Corona | Proposed Budget Fiscal Year 2026 Page 80 CATEGORY TOTAL 1 $ - $ 5,375,177 $ - $ 5,375,177
City of Corona | Proposed Budget Fiscal Year 2026 Page 81 Summary of Expenditures by Fund Type
Fund Number / Description
Actuals
2023
Actuals
2024
Adopted
2025
Proposed
2026
General Fund
Elected Officials $ 119,051 $ 128,773 $ 172,830 $ 216,878 City Manager's Office 6,526,530 9,158,983 10,298,456 10,264,683 Human Resources Department 2,232,124 2,669,495 3,087,781 3,225,556 General Government / Debt Service 48,013,312 49,744,165 57,686,006 60,115,421 Information Technology Department 318,995 725,037 736,222 760,962 Finance Department 3,929,509 4,651,763 4,770,907 5,650,482 Economic Development Department 1,158,528 1,142,649 1,692,601 1,784,936 Legal & Risk Management Department 1,787,521 2,057,339 2,099,380 2,701,159 Planning & Development Department 7,867,814 7,778,600 9,047,628 10,214,174 Fire Department 30,847,526 33,409,110 35,601,968 39,824,536 Police Department 47,894,196 54,268,169 59,905,521 65,213,574 Public Works Department 3,975,073 4,481,445 5,016,166 6,381,058 Community Services Department 16,852,617 17,815,570 19,444,337 20,057,685 Capital Projects 5,558,313 8,056,469 12,000,000 4,617,802 Operating and Maintenance Projects - 4,819,123 176,327 20,000 Total General Fund $ 177,081,109 $ 200,906,688 $ 221,736,130 $ 231,048,907 Special Revenue Fund
206 Library Facilities Fee Fund $ 71,423 $ 69,387 $ 6,052 $ 3,964 207 Fire Wild Land Mitigation Fund 47,617 11,855 981 25,164 208 TC Police Facilities Fund - 40,000 - 83,520
209 TC Fire Facilities Fund - - - 216,245
211 Street and Traffic Signals Fund 287,018 957,042 1,099,826 1,037,724 212 Drainage Fee Fund 29,683 39,674 106,313 6,841
213 Police Facilities Fund 81,828 43,766 759 132
214 Fire Facilities Fund 392,072 97,589 2,016 10,489
215 Public Meeting Facilities Fund 419 261 77 53
216 Aquatics Center Fund 295 17,887 140 147
217 Parks and Open Space Fund 246,425 628,187 301,687 32,671 218 Corona Mall Business Improvement District Fund - 72,451 - - 221 RMRA Fund 2,647,264 775,838 4,133,508 4,757,634
222 Gas Tax (2105-2106-Prop 42) Fund 2,688,562 3,371,360 4,627,537 3,891,583 224 Rideshare -Trip Reduction Fund 18,417 29,760 33,300 31,200 227 Measure A Fund 7,294,785 11,512,169 6,489,169 6,281,146 231 CAL COPS Grants Fund 262,460 188,646 228,266 234,016 235 CFD 2016-3 Zone 12 Lemon Grove Fund 1,229 1,645 2,197 1,737 236 CFD 2018-1 Special Tax B (Bedford) Fund 119,059 139,611 169,152 183,593 237 CFD 2018-2 Special Tax B (Sierra Bella) Fund 99,301 112,906 125,349 173,569 238 CFD 2017-2 Valencia Fund 34,461 38,158 39,560 44,343 239 CFD 2016-3 Zone 13 Corona Industrial Park Fund 11,291 14,019 9,499 8,878 241 Abandonded Vehicle Abatement Fund 29,599 77,499 94,344 111,057 246 CFD 2000-1 (Eagle Glen II) Fund 4,947 5,135 7,352 4,180 247 CFD 2002-2 LMD Fund 66,179 70,221 75,307 75,553
248 CFD 97-1 Landscape Fund 345,661 293,910 384,506 376,945 249 CFD 2001-1 Landscape Fund 583,781 521,649 731,979 691,954 250 Asset Forfeiture Fund 145,722 59,350 94,288 94,288
251 CFD/LMD 2002-3 Landscape Fund 16,895 27,054 46,993 18,599 252 LMD 2003-1 Lighting Fund 124,961 127,129 134,029 96,831 253 CFD/LMD 2011-1 Fund 72,692 58,462 97,975 84,239
255 CFD 2016-2 Terrassa Fund 17,090 24,451 41,087 24,136 256 CFD 2016-3 Zone 1 Monte Olivo Fund - - 9,667 -
257 CFD 2016-3 Zone 2 Boardwalk Fund 49,883 55,116 52,265 71,882 258 CFD 2016-3 Zone 3 Dollar Self Fund 1,510 1,820 1,819 1,696 259 CFD 2016-3 Zone 4 515 S Promenade Fund 3,972 4,376 3,919 3,679 260 Residential Refuse / Recycling Fund 11,279,143 11,826,686 11,809,724 973,509 City of Corona | Proposed Budget Fiscal Year 2026 Page 82 Fund Number / Description
Actuals
2023
Actuals
2024
Adopted
2025
Proposed
2026
261 South Corona Major Thoroughfares Fund 111 53 1,314 8 263 CFD 2016-3 Zone 17 Corona Med Ctr Fund 2,462 2,664 1,952 1,607 264 CFD 2016-3 Zone 18 Corona Int Com Fund 2,376 7,509 10,112 6,278 265 CFD 2016-3 ZN19 (Cresta Rd and Promenade) Fund 845 10,637 9,659 9,998 266 CFD 2016-3 Zone 20 Bedford Mkt Pl Fund 13,803 14,151 13,545 10,118 267 CFD 2016-3 Zone 21 Christopher Rn Fund 1,101 1,453 1,393 1,250 268 CFD 2016-3 Zone 22 N Main Retail Fund 1,571 2,123 2,015 1,860 270 CFD 2016-3 Zone 24 WC Freeway CTR Fund - 1,870 1,835 2,096 271 CFD 2016-3 Zone 25 Prom Dist Ctr Fund 1,361 1,320 1,618 1,582 272 CFD 2016-3 Zone 26 Fund 1,399 12,952 11,737 12,153
273 CFD 2016-3 Zone 27 Corona Tle Fund 958 909 1,222 1,162 274 South Corona Landscaping Fund 424 246 194 220
276 CFD 2016-3 Zone 28 A&F Tennis CTR Fund - - 519 65
277 CFD 2016-3 Zone 29 TM 36821 Fund - - 519 65
279 CFD 2016-3 Zone 31 (Lat Business) Fund 812 8,225 7,570 7,976 280 CFD 2016-3 Zone 32 NH Sherborn Fund - 6,617 3,183 7,447 281 CFD 2016-3 Zone 33 Oakmont Fund - 2,788 6,596 3,370 287 CFD 2016-3 Zone 15 N Point Evangl Ch Fund 960 1,341 1,394 1,288 289 Dwelling Development Tax Fund 254,439 47,020 - 830,000 293 Opioid Settlement Fund - - 80,807 437,806
294 CFD 2016-3 Zone 6 Chung Fund 15,047 15,649 13,873 30,144 297 CFD 2016-3 Zone 8 Karen Parker Fund 2,276 2,619 2,553 2,484 410 PLHA Grant Fund 1,047,192 1,434,917 498,946 382,425 411 US Department of Justice Grant Fund 292,404 230,436 195,144 10,633 413 American Rescue Plan Act Fund - 596,630 - -
412 State Encampment Resolution Funding Grant 1,011,928 3,565,235 - - 415 Library-Other Grants Fund 302,373 23,125 - -
422 Traffic Offender Fund 96,173 16,252 15,000 34,380
442 Adult and Family Literacy Grant Fund 75,627 116,870 91,850 93,388 446 LMD84-1 Street Lights Fund 2,368,086 2,504,461 2,797,754 2,193,462 455 LMD 84-2 Zone 2 Fund 132,995 97,987 104,298 80,061
456 LMD 84-2 Zone 4 Fund 65,930 49,629 100,685 99,819
457 LMD 84-2 Zone 6 Fund 332,763 365,588 356,518 399,165 458 LMD 84-2 Zone 7 Fund 51,654 52,681 70,760 62,452
460 LMD 84-2 Zone 10 Fund 1,560,001 1,921,438 1,671,867 2,004,137 461 LMD 84-2 Zone 14 Fund 423,756 417,927 430,591 510,894 462 LMD 84-2 Zone 15 Fund 7,348 9,961 28,489 22,860
463 LMD 84-2 Zone 17 Fund 22,506 17,488 24,956 17,097
464 LMD 84-2 Zone 18 Fund 32,463 35,254 45,267 31,690
468 LMD 84-2 Zone 19 Fund 492,405 371,074 421,049 472,191 470 LMD 84-2 Zone 20 Fund 868,162 792,707 836,954 1,782,398 471 LMD 84-2 Zone 1 Fund 2,401 1,854 3,027 2,033
473 Eagle Glen HOA Fund 71,095 74,172 85,125 78,208
Total Special Revenue Fund $ 36,632,850 $ 44,150,902 $ 38,912,532 $ 29,299,464 Capital Project Fund
243 Public Works Capital Grants Fund $ 20,185,273 $ 26,694,013 $ 12,061,091 $ - 245 County Service Area 152 (NPDES) Fund 938,299 1,092,035 1,160,529 1,355,498 291 Low Moderate Income Housing Asset Fund 129,797 169,034 340,185 343,575 431 CDBG Fund 913,963 840,748 1,236,656 1,118,699
432 Home Investment Partnership Program Fund 23,299 548,653 526,977 579,402 479 TUMF - WRCOG Fund 377,500 - - -
480 Reimbursement Grants Fund 375,973 34,366 - -
Total Capital Project Fund $ 22,944,104 $ 29,378,849 $ 15,325,438 $ 3,397,173 Enterprise Fund
275 Airport Fund $ 224,270 $ 210,382 $ 285,189 $ 280,345 440 Sewer Capacity Fund 659,196 626,875 230,737 98,009
507 Water Capacity Fund 2,642,898 2,511,572 724,468 704,426 City of Corona | Proposed Budget Fiscal Year 2026 Page 83 Fund Number / Description
Actuals
2023
Actuals
2024
Adopted
2025
Proposed
2026
567 Reclaimed Water System Fund 3,173,057 3,147,290 8,251,058 7,137,828 570 Water Utility Fund 55,278,827 61,691,825 62,829,809 68,053,740 571 Water Utility Grant / Agreement Fund 224,792 1,175,850 3,446,230 - 572 Sewer Utility Fund 33,289,309 35,216,556 44,336,795 45,526,873 573 Sewer Utility Grant Fund 42,346 548,679 - -
576 Direct Access Electric Utility Fund 6,471,605 4,970,588 7,276,894 7,531,069 577 Transit Services Fund 3,356,928 3,368,599 6,674,471 3,938,327 578 Greenfield Electric Utility Fund 11,880,062 10,736,705 14,299,106 15,152,087 579 Electric Utility Grant Fund 22,205 1,134 - -
Total Enterprise Fund $ 117,265,495 $ 124,206,055 $ 148,354,757 $ 148,422,703 Internal Service Fund
680 Warehouse Services Fund $ 238,560 $ 223,078 $ 232,275 $ 255,215 681 Information Technology Fund 10,668,200 13,983,546 15,058,728 16,977,312 682 Fleet Operations Fund 5,959,146 5,599,278 4,607,431 5,169,441 683 Workers' Compensation Fund 2,959,167 5,441,800 4,005,118 4,325,308 684 Fleet Replacement Fund - 1,629,301 991,085 1,241,615 687 Liability Risk Retention Fund 3,051,776 5,787,069 6,138,541 6,381,006 Total Internal Service Fund $ 22,876,849 $ 32,664,072 $ 31,033,178 $ 34,349,897 Agency Funds
368 AD 96-1, 97 A (Van Daele) Fund $ 1,477 $ - $ - $ 35 369 AD 96-1, 97 B (WPH) Fund 1,477 - - 47
371 CFD 97-2 (Eagle Glen I) Fund 1,234,847 1,237,996 22,806 6,071 373 AD 96-1, 99 A (Centex) Fund 201,803 201,827 137,367 7,404 374 CFD 2000-1 (Eagle Glen II) Fund 413,922 417,290 411,567 405,848 377 CFD 2001-2 (Cresta-Grande) Fund 232,261 229,867 225,804 209,934 378 CFD 2002-1 (Dos Lagos) Fund 1,171,912 1,169,357 1,163,728 1,160,966 381 CFD 2002-4 (Corona Crossings) Fund 598,052 601,837 594,317 591,972 382 CFD 2004-1 (Buchanan Street) Fund 202,231 199,715 199,583 190,012 383 CFD 2003-2 (Highlands Collection) Fund 441,145 439,276 428,451 432,574 384 CFD 2018-1 Bedford Fund 983,505 999,975 1,986,179 1,025,917 386 CFD 2018-2 Sierra Bella Debt Service Fund 963,907 6,240,095 1,038,402 1,017,760 387 CFD 2002-1 (Improvement Area) Fund 535,478 532,487 530,118 526,079 390 CFD 2016-2 (Terrassa Special Tax A) Fund 343,992 338,261 336,444 330,049 392 CFD 2017-2 (Valencia Special Tax A) Fund 246,836 246,892 245,474 241,628 393 CFD 2018-1 (Bedford IA 2 Tax A) Fund 1,978 4,161 24,570 1,314,669 Total Agency Funds $ 7,574,823 $ 12,859,035 $ 7,344,810 $ 7,460,967 Successor Agency Fund
353 Corona Revitalization Zone-DS Fund $ 711,206 $ - $ - $ - 417 RDA Successor Agency Fund 2,989,575 2,859,911 2,833,873 2,286,902 475 Successor Agency Administration Fund 19,808 33,242 30,048 31,360 Total Successor Agency Fund $ 3,720,589 $ 2,893,153 $ 2,863,921 $ 2,318,262 Total All Funds $ 388,095,819 $ 447,058,755 $ 465,570,767 $ 456,297,373 Duplicate Debt Service/Agency Items (accounted for in multiple funds) 391 2016 Lease Revenue Bonds Fund $ 2,112,750 $ 2,114,950 $ 2,109,850 $ 2,107,950 Total Duplicate Debt Service/Agency Items (accounted for in multiple funds) $ 2,112,750 $ 2,114,950 $ 2,109,850 $ 2,107,950 Total All Funds, Including Duplicate Debt
Service Items, for Appropriation Purposes $ 390,208,569 $ 449,173,705 $ 467,680,617 $ 458,405,323 City of Corona | Proposed Budget Fiscal Year 2026 Page 84 Debt Service Obligations
Overview
The City’s annual operating budget includes provisions to ensure the prompt and full payment of annual debt service (i.e. principal and interest), which is incurred upon outstanding debt instruments previously issued by the City. Commonly issued debt instruments include bonds, long-term loans (with the State of California) or small issue, private placement debt. Prior to issuing debt, the City may consult with City Council, expert financial advisors, bond and disclosure counsel, underwriters as well as internal finance and capital planning staff. The ‘Guide to City Budget Process’ section in the budget document includes a brief overview of the City’s ‘Debt Policy.' The ‘Debt Policy’ is accessible on the City’s website at www.CoronaCA.gov.

The proceeds of debt are typically used to either finance the construction of infrastructure (rather than cash-funding the capital project) or to refinance existing debt at a lower interest rate (if market conditions are favorable). The City is required to pay debt service in accordance with bond covenants and indentures, which generally, may ‘pledge’City revenue (and its‘full faith and credit’) to guarantee that it fulfills its obligations to investors and provide remedies against the unlikely event of default. Prompt and full payment of annual debt service also ensures that the City maintains favorable bond ratings.

Included in this section is the Summary of Debt Service by debt type. Following the summary is the Schedule of Debt Payments by fund which includes principal and interest payments for the life of the debt.

Legal Debt Limit
California Government Code, Section 43605 sets the debt limit at 15% of assessed value. As reported in the City’s audited Annual Comprehensive Financial Report (ACFR) year ended June 30, 2024, the assessed value was $28.0 billion and the legal debt margin as a percentage of debt limit was 5.956%, which was significantly lower than the State’s debt limit.

Summary of Debt Service - Principal and Interest
General Fund
The source of payment for these obligations comes from General Fund revenue.

Description Fund Principal Interest Total Payments
Bond
Rating Maturity Purpose
Fiscal Year 2026
2016 Lease Revenue Refunding Bonds 110 $ 1,590,000 $ 517,450 $ 2,107,450 AA 11/1/2036 Lease payments for CPFA 2016
Lease Revenue Refunding
Bonds.
2012 Refunding Lease 110 2,014,596 120,526 2,135,122 N/A 9/1/2027 To refund bonds issued to
construct City Hall.

Total $ 3,604,596 $ 637,976 $ 4,242,572
City of Corona | Proposed Budget Fiscal Year 2026 Page 85 Pension Obligation Bonds - Various Funds
The source of payment for the 2021 Taxable Pension Obligation Bonds comes from any source of legally available funds of the City.

The allocation was primarily determined based on where full-time positions were budgeted when the bonds were issued.

Responsible Funds Fund Principal Interest Total Payments Bond
Rating Maturity Purpose
2021 Taxable Pension Obligation Bonds
AA+ 5/1/2034
To refund the City's obligations
to CalPERs evidenced by the
three retirement plans.

Fiscal Year 2026
General Fund 110 $ 12,631,701 $ 2,823,559 $ 15,455,260
Measure X Fund 120 3,579,945 800,224 4,380,169
NPDES Discharge Fund 245 97,269 22,341 119,610
Residential Refuse/Recycling Fund 260 22,221 5,104 27,325 Low Moderate Income Housing Fund 291 16,222 3,726 19,948 CDBG Fund 431 10,057 2,310 12,367
Successor Agency Administration Fund 475 5,471 1,257 6,728 Reclaimed Water System Fund 567 84,905 19,501 104,406
Water Utility Fund 570 1,470,367 337,720 1,808,087
Sewer Utility Fund 572 873,112 200,540 1,073,652
Transit Services Fund 577 71,536 16,431 87,967
Electric Utility Fund 578 348,101 79,953 428,054
Warehouse Services Fund 680 26,218 6,021 32,239
Information Technology Fund 681 553,623 127,158 680,781 Fleet Operations Fund 682 179,252 41,171 220,423
Total $ 19,970,000 $ 4,487,016 $ 24,457,016
City of Corona | Proposed Budget Fiscal Year 2026 Page 86 Water, Reclaimed Water, and Sewer Utilities
The sources of payment for these obligations come from water and sewer capacity fees (charged as a result of new development) as well as water, reclaimed water, and sewer utility ratepayer revenue. The debt obligations were issued by the Corona Utility Authority, which is a component of the City of Corona.

Bond Description Fund Principal Interest Total
Bond
Rating Maturity Purpose
Fiscal Year 2026
CUA 2013 Wastewater Revenue Bonds 440 $ 288,800 $ 95,285 $ 384,085 AA+ 9/1/2031 Certain improvements and refundings for
the Sewer Enterprise.

Joint Venture w/WRCRWA - SRF Loan 440 1,490,107 413,082 1,903,189 N/A 12/31/2037 Corona's share of annual debt service for
the WRCRWA Treatment Plant expansion.

TOTAL WASTEWATER CAPACITY FEES 1,778,907 508,367 2,287,274 CUA 2023 Water Revenue Refunding Bonds 507 711,350 322,619 1,033,969 AA 9/1/2032 Certain improvements and refundings for
the Water Enterprise.

TOTAL WATER CAPACITY FEES 711,350 322,619 1,033,969
CUA 2023 Water Revenue Refunding Bonds 567 242,900 110,163 353,063 AA 9/1/2032 Certain improvements and refundings for
the Water Enterprise.

State Water Resources Control Board Loan
(Recycled)
567 1,897,556 47,439 1,944,995 N/A 9/30/2025
Financing construction of Recycled Water
improvements.

TOTAL RECLAIMED WATER 2,140,456 157,602 2,298,058
CUA 2023 Water Revenue Refunding Bonds 570 780,750 354,094 1,134,844 AA 9/1/2032 Certain improvements and refundings for
the Water Enterprise.

Brine Line System Discharge 570 448,949 151,051 600,000 N/A 11/19/2034 To acquire wastewater discharge rights .

TOTAL WATER UTILITY 1,229,699 505,145 1,734,844
CUA 2013 Wastewater Revenue Bonds 572 471,200 155,465 626,665 AA+ 9/1/2031 Certain improvements and refundings for
the Sewer Enterprise.

State Water Resources Control Board Loan
(Tertiary Filtration WRF 2)
572 322,498 186,943 509,441 N/A 8/31/2046
Financing of the Tertiary Filtration Project at
Sewer Facility No. 2
TOTAL WATER RECLAMATION $ 793,698 $ 342,408 $ 1,136,106 City of Corona | Proposed Budget Fiscal Year 2026 Page 87 Community Facilities Districts
The source of payment for these obligations comes from special taxes levied on parcels located within each Community Facilities District (CFD).

Bond Description Fund Principal Interest
Total
Payments Maturity Purpose
Fiscal Year 2026
CFD 2000-1 Special Tax Bonds 374 330,000 55,440 385,440 9/1/2031 Improvements in Eagle Glen.

CFD 2001-2 Special Tax Bonds 377 155,000 30,927 185,927 9/1/2032 Improvements in Northeast Corona and
South Corona areas.

CFD 2002-1 2017 Special Tax Refunding Bonds 378 750,000 387,650 1,137,650 9/1/2034 Improvements in Dos Lagos.

CFD 2002-4 2017 Special Tax Refunding Bonds 381 370,000 206,200 576,200 9/1/2034 Improvements in Corona Crossings.

CFD 2004-1 Special Tax Bonds 382 130,000 44,226 174,226 9/1/2036 Improvements in Buchanan Street
development.

CFD 2003-2 Special Tax Bonds 383 330,000 83,328 413,328 9/1/2034 Improvements in Highlands Collection.

CFD 2018-1, 2018 Special Tax Bonds, Series A
(Improvement Area No. 1)
384 90,000 433,350 523,350 9/1/2048 Improvements in Bedford development.

CFD 2018-1, 2020 Special Tax Bonds
(Improvement Area No. 1)
384 65,000 402,700 467,700 9/1/2050 Improvements in Bedford development.

CFD 2018-2 Sierra Bella 386 275,000 724,969 999,969 9/1/2051 Improvements in Sierra Bella development.

CFD 2002-1 2017 Special Tax Refunding Bonds
(Improvement Area No. 1)
387 310,000 200,312 510,312 9/1/2037 Improvements in Dos Lagos.

CFD 2016-2 2018 Special Tax Bonds 390 125,000 189,331 314,331 9/1/2048 Improvements in Terrassa Court
development.

CFD 2017-2 2018 Special Tax Bonds
CFD 2018-1, 2024 Special Tax Bonds
(Improvement Area No. 2)
392
393
75,000
-
148,381
1,300,000
223,381
1,300,000
9/1/2048
9/1/2054
Improvements in Valencia/Seville
development.

Improvements in Bedford development.

TOTAL $ 3,005,000 $ 4,206,815 $ 7,211,815
City of Corona | Proposed Budget Fiscal Year 2026 Page 88 Successor Agency (of the former Corona Redevelopment Agency) The source of payment for these obligations comes from pledged tax increment revenues of the former Corona Redevelopment Agency.

Bond Description Fund Principal Interest Total
Bond
Rating Maturity Purpose
Fiscal Year 2026
2007 Tax Allocation Bonds
(Temescal)
417 975,000 389,603 1,364,603 AA 11/1/2032
Financed redevelopment activities
within the Temescal Canyon Project
Area.
2007 Tax Allocation Bonds (Project
Area A)
417 4,145,000 875,091 5,020,091 A 9/1/2027
Financed redevelopment activities
within the Merged Downtown
Project Area A.

TOTAL $ 5,120,000 $ 1,264,694 $ 6,384,694
Inter-fund Loan Payments
The following are inter-fund loan payments of principal and interest. While there is a (cash) transfer that occurs between these funds for the items reported below, these have been shown as a component of ‘debt service’ (rather than as a transfer) to reflect the nature of the transactions.

With respect to the capital leases of Water and Sewer funds, each fund is required to make payments to the General Fund for the lease (and corresponding use) of the water and sewer infrastructure.

The Water Utility Interfund Loan and Sewer Interfund Loan shall be paid with available revenues. If available revenues are not sufficient to pay off the interfund loans, any unpaid balance shall be carried forward without default to the next fiscal year.

Description Fund Principal Interest Total Maturity Purpose Fiscal Year 2026
LMD 84-1 446/578 $ 160,281 $ 39,267 $ 199,548 9/1/2027
Loan payments for LED Street and Safety Light Retrofit
project.

LMD 84-2 Zone 19 468/110 $ 14,528 $ 4,996 $ 19,524 7/1/2032 Loan payments for installation, construction, and
maintenance of public landscaping and appurtenant
facilities.

Capital Lease Payment (Facilities) 570/110 - 2,047,634 2,047,634 2/1/2056 Lease payments to the General Fund for the Water and
Sewer facilities.

Capital Lease Payment (Facilities) 572/110 - 1,464,595 1,384,616 2/1/2056 Lease payments to the General Fund for the Water and
Sewer facilities.

Water Utility Interfund Loan 507/570 - 339,320 339,320 N/A Loan payments for prior year cash advances to fund for
capital improvement projects.

Sewar Interfund Loan 567/572 - 72,294 72,294 N/A
Loan payments for prior year cash advances to fund for
capital improvement projects.

Total $ 174,809 $ 3,968,107 $ 4,062,936
City of Corona | Proposed Budget Fiscal Year 2026 Page 89 Schedule of Debt Payments, by Fund

SCHEDULE OF DEBT PAYMENTS
110 120
FY Principal Interest Total Principal Interest Total
2026 $ 16,236,301.74 $ 3,461,535.39 $ 19,697,837.12 $ 3,579,945.23 $ 800,223.65 $ 4,380,168.89 2027 15,830,236.65 3,103,800.61 18,934,037.27 4,055,003.82 815,463.66 4,870,467.48 2028 14,031,789.07 2,767,001.08 16,798,790.15 4,296,567.77 769,859.54 5,066,427.31 2029 14,341,039.29 2,455,375.68 16,796,414.97 4,554,164.11 709,885.41 5,264,049.52 2030 14,705,521.82 2,091,143.30 16,796,665.12 5,090,941.75 658,335.13 5,749,276.88 2031 15,064,082.33 1,730,332.93 16,794,415.25 5,228,469.30 545,927.19 5,774,396.49 2032 15,455,454.30 1,771,192.96 17,226,647.26 5,505,180.71 432,106.90 5,937,287.61 2033 15,840,896.51 952,969.02 16,793,865.53 5,389,817.21 288,162.74 5,677,979.95 2034 16,253,651.09 539,589.55 16,793,240.65 5,549,801.79 149,955.64 5,699,757.43 2035 1,240,000.00 96,300.00 1,336,300.00 - - -
2036 1,275,000.00 58,575.00 1,333,575.00 - - -
2037 1,315,000.00 19,725.00 1,334,725.00 - - -
Grand Total $ 141,588,972.81 $ 19,047,540.51 $ 160,636,513.32 $ 43,249,891.68 $ 5,169,919.88 $ 48,419,811.56 245 260
FY Principal Interest Total Principal Interest Total
2026 $ 97,268.73 $ 22,341.08 $ 119,609.81 $ 22,221.21 $ 5,103.86 $ 27,325.07 2027 101,644.14 21,017.25 122,661.39 23,220.78 4,801.43 28,022.21 2028 106,412.22 19,306.58 125,718.79 24,310.06 4,410.62 28,720.68 2029 105,458.60 17,324.12 122,782.72 24,092.20 3,957.72 28,049.92 2030 110,731.53 15,170.65 125,902.18 25,296.81 3,465.76 28,762.57 2031 116,397.13 12,688.05 129,085.18 26,591.13 2,898.61 29,489.73 2032 122,399.29 9,962.03 132,361.32 27,962.33 2,275.84 30,238.17 2033 128,738.03 6,973.04 135,711.07 29,410.43 1,593.00 31,003.43 2034 135,525.52 3,661.90 139,187.42 30,961.04 836.57 31,797.61 Grand Total $ 1,024,575.18 $ 128,444.70 $ 1,153,019.88 $ 234,065.98 $ 29,343.41 $ 263,409.39 291 374
FY Principal Interest Total Principal Interest Total
2026 $ 16,221.57 $ 3,725.84 $ 19,947.41 $ 330,000.00 $ 55,440.00 $ 385,440.00 2027 16,951.26 3,505.06 20,456.32 340,000.00 47,400.00 387,400.00 2028 17,746.44 3,219.77 20,966.21 345,000.00 39,180.00 384,180.00 2029 17,587.40 2,889.15 20,476.55 350,000.00 30,840.00 380,840.00 2030 18,466.77 2,530.02 20,996.79 365,000.00 22,260.00 387,260.00 2031 19,411.63 2,115.99 21,527.62 370,000.00 13,440.00 383,440.00 2032 20,412.61 1,661.37 22,073.98 375,000.00 4,500.00 379,500.00 2033 21,469.73 1,162.90 22,632.62 - - -
2034 22,601.68 1,661.37 23,212.38 - - -
Grand Total $ 170,869.08 $ 21,420.81 $ 192,289.88 $ 2,475,000.00 $ 213,060.00 $ 2,688,060.00 City of Corona | Proposed Budget Fiscal Year 2026 Page 90

SCHEDULE OF DEBT PAYMENTS
377 378
FY Principal Interest Total Principal Interest Total
2026 $ 155,000.00 $ 30,927.00 $ 185,927.00 $ 750,000.00 $ 387,650.00 $ 1,137,650.00 2027 160,000.00 27,084.00 187,084.00 780,000.00 349,400.00 1,129,400.00 2028 160,000.00 23,180.00 183,180.00 825,000.00 309,275.00 1,134,275.00 2029 165,000.00 19,215.00 184,215.00 865,000.00 273,512.50 1,138,512.50 2030 170,000.00 15,128.00 185,128.00 895,000.00 236,000.00 1,131,000.00 2031 175,000.00 10,919.00 185,919.00 940,000.00 196,587.50 1,136,587.50 2032 180,000.00 6,588.00 186,588.00 870,000.00 162,150.00 1,032,150.00 2033 180,000.00 2,196.00 182,196.00 915,000.00 121,875.00 1,036,875.00 2034 - - - 965,000.00 74,875.00 1,039,875.00
2035 - - - 1,015,000.00 25,375.00 1,040,375.00
Grand Total $ 1,345,000.00 $ 135,237.00 $ 1,480,237.00 $8,820,000.00 $ 2,136,700.00 $ 10,956,700.00 381 382
FY Principal Interest Total Principal Interest Total
2026 $ 370,000.00 $ 206,200.00 $ 576,200.00 $ 130,000.00 $ 44,226.00 $ 174,226.00 2027 385,000.00 191,025.00 576,025.00 135,000.00 40,887.00 175,887.00 2028 400,000.00 172,050.00 572,050.00 140,000.00 37,422.00 177,422.00 2029 420,000.00 155,350.00 575,350.00 140,000.00 33,894.00 173,894.00 2030 435,000.00 137,125.00 572,125.00 145,000.00 30,303.00 175,303.00 2031 455,000.00 114,875.00 569,875.00 150,000.00 26,586.00 176,586.00 2032 480,000.00 91,500.00 571,500.00 155,000.00 22,743.00 177,743.00 2033 505,000.00 66,875.00 571,875.00 155,000.00 18,837.00 173,837.00 2034 530,000.00 41,000.00 571,000.00 160,000.00 14,868.00 174,868.00 2035 555,000.00 13,875.00 568,875.00 165,000.00 10,773.00 175,773.00 2036 - - - 170,000.00 6,552.00 176,552.00
2037 - - - 175,000.00 2,205.00 177,205.00
Grand Total $ 4,535,000.00 $ 1,189,875.00 $ 5,724,875.00 $ 1,820,000.00 $ 289,296.00 $ 2,109,296.00 City of Corona | Proposed Budget Fiscal Year 2026 Page 91

SCHEDULE OF DEBT PAYMENTS
383 384
FY Principal Interest Total Principal Interest Total
2026 $ 330,000.00 $ 83,328.00 $ 413,328.00 $ 155,000.00 $ 836,050.00 $ 991,050.00 2027 325,000.00 75,206.00 400,206.00 180,000.00 829,300.00 1,009,300.00 2028 335,000.00 67,022.00 402,022.00 210,000.00 820,425.00 1,030,425.00 2029 330,000.00 58,776.00 388,776.00 240,000.00 810,175.00 1,050,175.00 2030 345,000.00 50,406.00 395,406.00 275,000.00 798,450.00 1,073,450.00 2031 350,000.00 41,788.00 391,788.00 310,000.00 785,150.00 1,095,150.00 2032 360,000.00 32,984.00 392,984.00 345,000.00 770,250.00 1,115,250.00 2033 370,000.00 23,932.00 393,932.00 385,000.00 753,650.00 1,138,650.00 2034 390,000.00 14,508.00 404,508.00 425,000.00 735,225.00 1,160,225.00 2035 390,000.00 4,836.00 394,836.00 470,000.00 714,875.00 1,184,875.00 2036 - - - 515,000.00 692,475.00 1,207,475.00
2037 - - - 565,000.00 667,900.00 1,232,900.00
2038 - - - 615,000.00 641,050.00 1,256,050.00
2039 - - - 670,000.00 611,800.00 1,281,800.00
2040 - - - 725,000.00 580,050.00 1,305,050.00
2041 - - - 785,000.00 545,675.00 1,330,675.00
2042 - - - 850,000.00 508,450.00 1,358,450.00
2043 - - - 915,000.00 468,275.00 1,383,275.00
2044 - - - 985,000.00 425,025.00 1,410,025.00
2045 - - - 1,060,000.00 378,450.00 1,438,450.00
2046 - - - 1,140,000.00 328,325.00 1,468,325.00
2047 - - - 1,220,000.00 274,550.00 1,494,550.00
2048 - - - 1,305,000.00 217,000.00 1,522,000.00
2049 - - - 1,400,000.00 155,325.00 1,555,325.00
2050 - - - 1,495,000.00 93,500.00 1,588,500.00
2051 - - - 1,590,000.00 31,800.00 1,621,800.00
Grand Total $ 3,525,000.00 $ 452,786.00 $ 3,977,786.00 $ 18,830,000.00 $ 14,473,200.00 $ 33,303,200.00 City of Corona | Proposed Budget Fiscal Year 2026 Page 92

SCHEDULE OF DEBT PAYMENTS
386 387
FY Principal Interest Total Principal Interest Total
2026 $ 275,000.00 $ 724,968.75 $ 999,968.75 $ 310,000.00 $ 200,312.50 $ 510,312.50 2027 290,000.00 710,843.75 1,000,843.75 320,000.00 190,268.75 510,268.75 2028 305,000.00 695,968.75 1,000,968.75 330,000.00 179,500.00 509,500.00 2029 320,000.00 680,343.75 1,000,343.75 345,000.00 167,893.75 512,893.75 2030 335,000.00 663,968.75 998,968.75 355,000.00 155,421.88 510,421.88 2031 350,000.00 646,843.75 996,843.75 365,000.00 142,143.75 507,143.75 2032 365,000.00 628,968.75 993,968.75 380,000.00 127,700.00 507,700.00 2033 385,000.00 610,218.75 995,218.75 395,000.00 112,200.00 507,200.00 2034 405,000.00 589,962.50 994,962.50 415,000.00 96,000.00 511,000.00 2035 425,000.00 568,175.00 993,175.00 430,000.00 79,100.00 509,100.00 2036 445,000.00 546,728.13 991,728.13 450,000.00 59,250.00 509,250.00 2037 465,000.00 525,684.38 990,684.38 470,000.00 36,250.00 506,250.00 2038 485,000.00 503,715.63 988,715.63 490,000.00 12,250.00 502,250.00 2039 505,000.00 479,875.00 984,875.00 - - -
2040 530,000.00 454,000.00 984,000.00 - - -
2041 560,000.00 426,750.00 986,750.00 - - -
2042 585,000.00 398,125.00 983,125.00 - - -
2043 615,000.00 368,125.00 983,125.00 - - -
2044 645,000.00 336,625.00 981,625.00 - - -
2045 675,000.00 303,625.00 978,625.00 - - -
2046 705,000.00 269,125.00 974,125.00 - - -
2047 740,000.00 233,000.00 973,000.00 - - -
2048 780,000.00 195,000.00 975,000.00 - - -
2049 815,000.00 155,125.00 970,125.00 - - -
2050 855,000.00 113,375.00 968,375.00 - - -
2051 900,000.00 69,500.00 969,500.00 - - -
2052 940,000.00 23,500.00 963,500.00 - - -
Grand Total $ 14,700,000.00 $ 11,922,140.63 $ 26,622,140.63 $ 5,055,000.00 $ 1,558,290.63 $ 6,613,290.63 390 392
FY Principal Interest Total Principal Interest Total
2026 $ 130,000.00 $ 184,231.25 $ 314,231.25 $ 80,000.00 $ 145,831.25 $ 225,831.25 2027 135,000.00 178,931.25 313,931.25 80,000.00 142,781.25 222,781.25 2028 140,000.00 173,431.25 313,431.25 85,000.00 138,656.25 223,656.25 2029 145,000.00 167,731.25 312,731.25 90,000.00 134,281.25 224,281.25 2030 150,000.00 161,831.25 311,831.25 95,000.00 129,656.25 224,656.25 2031 155,000.00 155,731.25 310,731.25 100,000.00 124,781.25 224,781.25 2032 160,000.00 149,431.25 309,431.25 100,000.00 119,781.25 219,781.25 2033 165,000.00 142,931.25 307,931.25 110,000.00 114,531.25 224,531.25 2034 175,000.00 136,568.75 311,568.75 115,000.00 108,906.25 223,906.25 2035 180,000.00 130,356.25 310,356.25 120,000.00 103,856.25 223,856.25 2036 185,000.00 123,853.13 308,853.13 125,000.00 99,337.50 224,337.50 2037 190,000.00 117,056.25 307,056.25 130,000.00 94,393.75 224,393.75 2038 195,000.00 109,956.25 304,956.25 135,000.00 89,093.75 224,093.75 2039 200,000.00 102,550.00 302,550.00 140,000.00 83,593.75 223,593.75 2040 210,000.00 94,600.00 304,600.00 145,000.00 77,168.75 222,168.75 2041 215,000.00 86,100.00 301,100.00 150,000.00 69,793.75 219,793.75 2042 225,000.00 77,300.00 302,300.00 160,000.00 62,043.75 222,043.75 2043 230,000.00 68,200.00 298,200.00 165,000.00 53,918.75 218,918.75 2044 240,000.00 58,800.00 298,800.00 175,000.00 45,418.75 220,418.75 2045 250,000.00 49,000.00 299,000.00 185,000.00 37,228.13 222,228.13 2046 260,000.00 38,800.00 298,800.00 190,000.00 29,493.75 219,493.75 2047 270,000.00 28,200.00 298,200.00 200,000.00 21,450.00 221,450.00 2048 280,000.00 17,200.00 297,200.00 205,000.00 13,096.88 218,096.88 2049 290,000.00 5,800.00 295,800.00 215,000.00 4,434.38 219,434.38 Grand Total $ 4,775,000.00 $ 2,558,590.63 $ 7,333,590.63 $ 3,295,000.00 $ 2,043,528.13 $ 5,338,528.13 City of Corona | Proposed Budget Fiscal Year 2026 Page 93

SCHEDULE OF DEBT PAYMENTS
393 417
FY Principal Interest Total Principal Interest Total
2026 $ - $ 1,300,000.00 $ 1,300,000.00 $ 5,120,000.00 $ 1,264,694.08 $ 6,384,694.08 2027 70,000.00 1,298,250.00 1,368,250.00 6,475,000.00 920,689.68 7,395,689.68 2028 105,000.00 1,293,875.00 1,398,875.00 7,540,000.00 501,341.90 8,041,341.90 2029 135,000.00 1,287,875.00 1,422,875.00 1,110,000.00 249,975.00 1,359,975.00 2030 170,000.00 1,280,250.00 1,450,250.00 1,170,000.00 198,675.00 1,368,675.00 2031 210,000.00 1,270,750.00 1,480,750.00 1,220,000.00 144,900.00 1,364,900.00 2032 250,000.00 1,259,250.00 1,509,250.00 1,275,000.00 88,762.50 1,363,762.50 2033 290,000.00 1,245,750.00 1,535,750.00 1,335,000.00 30,037.50 1,365,037.50 2034 340,000.00 1,230,000.00 1,570,000.00 - - -
2035 385,000.00 1,211,875.00 1,596,875.00 - - -
2036 440,000.00 1,191,250.00 1,631,250.00 - - -
2037 495,000.00 1,167,875.00 1,662,875.00 - - -
-2-038 550,000.00 1,141,750.00 1,691,750.00 - - -
2039- 610,000.00 1,112,750.00 1,722,750.00 - - -
2040 675,000.00 1,080,625.00 1,755,625.00 - - -
2041 745,000.00 1,045,125.00 1,790,125.00 - - -
2042 820,000.00 1,006,000.00 1,826,000.00 - - -
2043 900,000.00 963,000.00 1,863,000.00 - - -
2044 980,000.00 916,000.00 1,896,000.00 - - -
2045 1,070,000.00 864,750.00 1,934,750.00 - - -
2046 1,160,000.00 809,000.00 1,969,000.00 - - -
2047 1,260,000.00 748,500.00 2,008,500.00 - - -
2048 1,360,000.00 683,000.00 2,043,000.00 - - -
2049 1,470,000.00 612,250.00 2,082,250.00 - - -
2050 1,590,000.00 535,750.00 2,125,750.00 - - -
2051 1,710,000.00 453,250.00 2,163,250.00 - - -
2052 1,840,000.00 364,500.00 2,204,500.00 - - -
2053 1,975,000.00 269,125.00 2,244,125.00 - - -
2054 2,120,000.00 166,750.00 2,286,750.00 - - -
2055 2,275,000.00 56,875.00 2,331,875.00 - - -
Grand Total $ 26,000,000.00 $ 27,866,000.00 $ 53,866,000.00 $ 25,245,000.00 $ 3,399,075.65 $ 28,644,075.65 431 440
FY Principal Interest Total Principal Interest Total
2026 $ 10,057.20 $ 2,309.98 $ 12,367.18 $ 1,778,906.98 $ 508,366.68 $ 2,287,273.66 2027 10,509.60 2,173.10 12,682.70 1,822,419.01 465,234.65 2,287,653.66 2028 11,002.60 1,996.22 12,998.82 1,866,468.98 422,400.69 2,288,869.66 2029 10,904.00 1,791.24 12,695.24 1,909,167.09 378,306.07 2,287,473.16 2030 11,449.20 1,568.59 13,017.79 1,956,223.76 333,044.90 2,289,268.66 2031 12,035.00 1,311.89 13,346.89 1,998,149.61 288,307.05 2,286,456.66 2032 12,655.60 1,030.03 13,685.63 2,044,455.45 242,457.21 2,286,912.66 2033 13,311.00 720.98 14,031.98 1,699,952.31 203,236.35 1,903,188.66 2034 14,012.80 378.63 14,391.43 1,732,251.40 170,937.26 1,903,188.66 2035 - - - 1,765,164.18 138,024.48 1,903,188.66
2036 - - - 1,798,702.30 104,486.36 1,903,188.66
2037 - - - 1,832,877.64 70,311.02 1,903,188.66
2038 - - - 1,867,702.30 35,486.34 1,903,188.64
Grand Total $ 105,937.00 $ 13,280.67 $ 119,217.67 $ 24,072,441.01 $ 3,360,599.06 $ 27,433,040.07 City of Corona | Proposed Budget Fiscal Year 2026 Page 94

SCHEDULE OF DEBT PAYMENTS
475 507
FY Principal Interest Total Principal Interest Total
2026 $ 5,470.77 $ 1,256.55 $ 6,727.32 $ 711,350.00 $ 322,618.75 $ 1,033,968.75 2027 5,716.86 1,182.09 6,898.95 746,200.00 286,180.00 1,032,380.00 2028 5,985.04 1,085.88 7,070.91 785,150.00 247,896.25 1,033,046.25 2029 5,931.40 974.38 6,905.78 826,150.00 207,613.75 1,033,763.75 2030 6,227.97 853.26 7,081.23 867,150.00 165,281.25 1,032,431.25 2031 6,546.63 713.63 7,260.25 910,200.00 120,847.50 1,031,047.50 2032 6,884.21 560.30 7,444.51 957,350.00 74,158.75 1,031,508.75 2033 7,240.73 392.19 7,632.92 1,004,500.00 25,112.50 1,029,612.50 2034 7,622.48 205.96 7,828.44
Grand Total $ 57,626.08 $7,224.23 $ 64,850.30 $6,808,050.00 $ 1,449,708.75 $ 8,257,758.75 567 570
FY Principal Interest Total Principal Interest Total
2026 $ 2,225,361.55 $ 177,102.81 $ 2,402,464.36 $ 2,700,066.72 $ 842,864.35 $ 3,542,931.07 2027 343,524.58 116,065.83 459,590.41 2,817,926.29 769,390.42 3,587,316.71 2028 360,098.61 101,500.10 462,486.70 2,946,625.65 687,639.70 3,634,265.35 2029 374,154.20 86,014.62 460,168.82 2,991,498.99 599,170.54 3,590,669.54 2030 392,756.91 69,679.88 462,436.79 3,130,924.87 505,437.72 3,636,362.59 2031 412,402.38 52,340.33 464,742.70 3,278,977.98 403,981.72 3,682,959.71 2032 433,741.63 34,018.30 467,759.93 3,437,073.66 295,916.29 3,732,989.95 2033 455,374.68 14,661.73 470,036.40 3,600,725.51 180,819.75 3,781,545.27 2034 118,299.44 3,196.45 121,495.89 2,617,393.53 86,639.69 2,704,033.22 2035 - - - 474,098.06 14,222.94 488,321.00
Grand Total $ 5,116,601.98 $ 654,580.05 $ 5,771,182.03 $ 27,995,311.26 $ 4,386,083.12 $ 32,381,394.38 572 576
FY Principal Interest Total Principal Interest Total
2026 $ 1,666,810.05 $ 542,947.45 $ 2,209,757.50 $ 146,202.21 $ 33,580.31 $ 179,782.52 2027 1,737,657.43 500,111.93 2,237,769.36 152,778.78 31,590.51 184,369.29 2028 1,812,171.71 455,025.77 2,267,197.48 159,945.56 29,019.24 188,964.79 2029 1,832,371.69 406,192.26 2,238,563.95 158,512.20 26,039.45 184,551.65 2030 1,914,811.15 354,683.50 2,269,494.65 166,437.81 22,802.63 189,240.44 2031 1,991,626.66 301,851.44 2,293,478.11 174,953.63 19,071.10 194,024.72 2032 2,077,817.87 245,811.83 2,323,629.70 183,975.33 14,973.68 198,949.01 2033 1,528,588.01 199,033.94 1,727,621.95 193,502.93 10,481.00 203,983.93 2034 1,597,347.46 161,479.21 1,758,826.68 203,705.04 5,504.11 209,209.15 2035 388,829.62 120,611.49 509,441.11 - - -
2036 396,995.04 112,446.07 509,441.11 - - -
2037 405,331.94 104,109.17 509,441.11 - - -
2038 413,843.91 95,597.20 509,441.11 - - -
2039 422,534.63 86,906.48 509,441.11 - - -
2040 431,407.86 78,033.25 509,441.11 - - -
2041 440,467.42 68,973.69 509,441.11 - - -
2042 449,717.24 59,723.87 509,441.11 - - -
2043 459,161.30 50,279.81 509,441.11 - - -
2044 468,803.69 40,637.42 509,441.11 - - -
2045 478,648.56 30,792.55 509,441.11 - - -
2046 488,700.18 20,740.93 509,441.11 - - -
2047 498,963.03 10,478.22 509,441.25 - - -
Grand Total $ 21,902,606.47 $ 4,046,467.49 $ 25,949,073.96 $ 1,540,013.48 $ 193,062.03 $ 1,733,075.51 City of Corona | Proposed Budget Fiscal Year 2026 Page 95

SCHEDULE OF DEBT PAYMENTS
577 578
FY Principal Interest Total Principal Interest Total
2026 $ 71,536.17 $ 16,430.72 $ 87,966.89 $ 201,898.29 $ 46,372.82 $ 248,271.11 2027 74,754.06 15,457.11 90,211.17 210,980.22 43,624.98 254,605.20 2028 78,260.74 14,199.00 92,459.73 220,877.20 40,074.18 260,951.38 2029 77,559.40 12,741.00 90,300.40 218,897.80 35,959.24 254,857.04 2030 81,437.37 11,157.24 92,594.61 229,842.69 31,489.35 261,332.04 2031 85,604.13 9,331.41 94,935.54 241,602.63 26,336.27 267,938.90 2032 90,018.41 7,326.56 97,344.97 254,061.17 20,677.95 274,739.12 2033 94,680.23 5,128.31 99,808.54 267,218.33 14,473.77 281,692.09 2034 99,672.08 2,693.14 102,365.22 281,306.96 7,600.91 288,907.87 Grand Total $ 753,522.58 $ 94,464.50 $ 847,987.08 $ 2,126,685.28 $266,609.47 $ 2,393,294.75 680 681
FY Principal Interest Total Principal Interest Total
2026 $ 26,218.08 $ 6,021.87 $ 32,239.95 $ 553,622.85 $ 127,158.34 $ 680,781.19 2027 27,397.44 5,665.05 33,062.49 578,526.30 119,623.53 698,149.83 2028 28,682.64 5,203.95 33,886.59 605,664.68 109,886.94 715,551.61 2029 28,425.60 4,669.59 33,095.19 600,237.00 98,603.40 698,840.40 2030 29,846.88 4,089.14 33,936.02 630,248.85 86,346.56 716,595.41 2031 31,374.00 3,419.97 34,793.97 662,495.63 72,216.38 734,712.01 2032 32,991.84 2,685.19 35,677.03 696,658.05 56,700.74 753,358.79 2033 34,700.40 1,879.53 36,579.93 732,736.13 39,688.35 772,424.47 2034 36,529.92 987.04 37,516.96 771,368.40 20,842.37 792,210.77 Grand Total $ 276,166.80 $ 34,621.34 $ 310,788.14 $ 5,831,557.88 $ 731,066.62 $ 6,562,624.50 682
FY Principal Interest Total
2026 $ 179,252.25 $ 41,171.38 $ 220,423.63
2027 187,315.50 38,731.76 226,047.26
2028 196,102.38 35,579.24 231,681.62
2029 194,345.00 31,925.85 226,270.85
2030 204,062.25 27,957.33 232,019.58
2031 214,503.13 23,382.25 237,885.38
2032 225,564.25 18,358.59 243,922.84
2033 237,245.63 12,850.31 250,095.94
2034 249,754.00 6,748.35 256,502.35
Grand Total $ 1,888,144.38 $ 236,705.07 $2,124,849.45
*Interfund loan amounts are not included. Interest is adjusted annually and no set dates when the principal will be paid off.

City of Corona | Proposed Budget Fiscal Year 2026 Page 96 Interfund Transfers
An interfund transfer occurs between funds and involves the transfer of cash. Interfund transfers for the City of Corona may occur for a variety of reasons. Generally, transfers between funds occur to reimburse for services that occur in one fund on behalf of another fund.

For example, the General Fund may need to be reimbursed for debt service incurred on a bond that may be issued on behalf of one or more other non-General Funds (which then receive a benefit with respect to how the bond proceeds are used).

The City does, during its regular business activities, establish interfund loans from time to time between City funds to properly allocate shared benefits and costs. To ensure the integrity of these loans, the City maintains‘loan amortization’schedules to ensure full and timely payments between funds, in the same manner that the City maintains debt service schedules to ensure that it fully and timely makes payments of debt service to external entities (such as bondholders) as debt service payments become due. Due to the principal and interest components of these interfund transfers, the City presents these items as a component of ‘debt service’ to facilitate public understanding of the City budget and reports all principal and interest payments by funds in the aggregate. Please refer to the ‘Debt Service Obligation’section for additional details.

Detailed Listing of Estimated Fund Transfers
The following is a detailed listing of Transfers In and Transfers Out, by Fund.

Estimated
FY 2026
Fund Description Transfer In Transfer Out
110 - General Fund
Reimbursement for engineering and project support $1,361,138 - To support the Refuse/Recycling function and implementation of SB1383 - (391,844) Total Fund 110 - General Fund 1,361,138 (391,844)
222 - Gas Tax Fund
Reimbursement for engineering and project support - (1,361,138) Total Fund 222 - Gas Tax Fund - (1,361,138)
260 - Residential Refuse/Recycling Fund
To support the Refuse/Recycling function and implementation of SB1383 391,844 - Total Fund 260 - Residential Refuse/Recycling Fund 391,844 - Total All Transfers $1,752,982 $ (1,752,982)
City of Corona | Proposed Budget Fiscal Year 2026 Page 97 Cost Allocation Plan
A Cost Allocation Plan, or CAP, is used to identify, value, and distribute indirect costs across city services. The CAP sets forth the reimbursement between funds for the indirect costs incurred by other funds. Procedurally, this reimbursement takes place via transfer.

In the presentation of the budget, funds providing services to other funds receive reimbursements as a component of operating revenue. As such, funds receiving services from other funds report the cost of service (to be reimbursed) as a component of operating expense.

The CAP fairly and proportionately allocates the indirect costs that each program, project or activity should bear. It is a ratio of total indirect expenses to a direct cost base. Examples of direct costs include police services, fire services, parks, and recreation services.

These examples are considered direct costs because these programs provide a direct benefit to the community.

The CAP assumes that all indirect costs are incurred proportionately to the direct cost base of the activity. These indirect costs are commonly referred to as‘City overhead’ or general and administrative expenses. Examples of indirect cost functions are finance, city clerk and human resources. All direct City services and programs incur indirect costs.

The City utilizes a consultant to assist the City in the development of the annual CAP to ensure that it coincides with standard practices used by other cities. The City’s CAP is a ‘total’ cost allocation plan, which includes a citywide allocation of legislative costs which are incurred on behalf of all funds. Furthermore, costs have been allocated based upon budgetary assumptions for the forthcoming year.

Admin = Administrative Services Charge, General Indirect Costs NPDES = National Pollutant Discharge Exchange System Administrative Charges Admin NPDES
From Fund To Fund 110 To Fund 245 Total
206 Library Facilities and Collection Fee Fund $ 3,964 $ 3,964 207 Fire Wild Land Facilities Fee Fund 183 183
211 Streets, Bridges and Signals Development Fee Fund 2,724 2,724 212 Storm Drainage Development Fee Fund 6,841 6,841
213 Law Enforcement Development Fee Fund 132 132
214 Fire Protection Development Fee Fund 110 110
215 Community Meeting Development Fee Fund 53 53
216 Aquatic Center Development Fee Fund 147 147
217 Parkland Acquisition and Development Fee Fund 2,671 2,671 221 RMRA Fund 1,834 1,834
222 Gas Tax Fund 343,933 343,933
227 Measure A Fund 21,146 21,146
235 CFD 2016-3 Zone 12 Lemon Grove Fund 388 388
236 CFD 2018-1 Special Tax B Bedford Fund 10,173 10,173 237 CFD 2018-2 Special Tax B Sierra B Fund 7,223 7,223
238 CFD 2017-2 Valencia Special Tax B Fund 2,635 2,635
239 CFD 2016-3 Zone 13 Corona Ind Park Fund 716 716
245 Drainage Quality / NPDES Fund 105,545 105,545
246 CFD 2000-1 O&M Det/Debris Basin Fund 776 776
247 CFD 2002-2 LMD Fund 4,815 4,815
248 CFD 97-1 Landscape Fund 22,480 22,480
249 CFD 2001-1 Landscape Fund 42,642 42,642
251 CFD/LMD 2002-3 Landscape Fund 3,315 3,315
252 LMD 2003-1 Lighting Fund 9,781 9,781
253 CFD/LMD 2011-1 Landscape Fund 6,237 6,237
255 CFD 2016-2 Terrassa Fund 2,698 2,698
257 CFD 2016-3 Zone 2 Boardwalk Fund 3,345 3,345
City of Corona | Proposed Budget Fiscal Year 2026 Page 98 Admin NPDES
From Fund To Fund 110 To Fund 245 Total
258 CFD 2016-3 Zone 3 Dollar Self Fund 297 297
259 CFD 2016-3 Zone 4 515 S Promenade Fund 419 419
261 So Corona Major Thoroughfares Fund 8 8
263 CFD 2016-3 Zone 17 Corona Medical Center Fund 308 308 264 CFD 2016-3 Zone 18 Corona Inter. Comm. Center Fund 768 768 265 CFD 2016-3 Zone 9 Cresta/Promenade Fund 755 755
266 CFD 2016-3 Zone 20 Bedford Market Place Fund 945 945 267 CFD 2016-3 Zone 21 Christopher Ranch Fund 273 273
268 CFD 2016-3 Zone 22 North Main Retail Fund 308 308
270 CFD 2016-3 Zone 24 West Coast Freeway Center Fund 301 301 271 CFD 2016-3 Zone 25 Promenade Distr. Center Fund 288 288 272 CFD 2016-3 Zone 26 Landscape Maintenance Fund 874 874 273 CFD 2016-3 Zone 27 Corona TLE Fund 265 265
274 So Corona Landscaping Fund 220 220
275 Airport Fund 23,038 23,038
276 CFD 2016-3 Zone 28 A&F Tennis Center Fund 65 65
277 CFD 2016-3 Zone 29 TM36821 Fund 65 65
279 CFD 2016-3 Zone 31 Landscape Maintenance Fund 634 634 280 CFD 2016-3 Zone 32 NH Sherborn Fund 345 345
281 CFD 2016-3 Zone 33 Oakmont Fund 538 538
287 CFD 2016-3 Zone 15 Northpoint Eva Fund 272 272
294 CFD 2016-3 Zone 6 TM31373 Fund 950 950
297 CFD 2016-3 Zone 8 Karen Parker Fund 337 337
440 Sewer Capacity Fund 2,724 2,724
446 LMD 84-1 Lighting Fund 156,818 156,818
455 LMD 84-2, Zone 2 Fund 6,283 6,283
456 LMD 84-2, Zone 4 Fund 5,938 5,938
457 LMD 84-2, Zone 6 Fund 20,599 20,599
458 LMD 84-2, Zone 7 Fund 4,396 4,396
460 LMD 84-2, Zone 10 Fund 96,302 96,302
461 LMD 84-2, Zone 14 Fund 25,053 25,053
462 LMD 84-2, Zone 15 Fund 1,838 1,838
463 LMD 84-2, Zone 17 Fund 1,760 1,760
464 LMD 84-2, Zone 18 Fund 2,897 2,897
468 LMD 84-2, Zone 19 Fund 23,425 23,425
470 LMD 84-2, Zone 20 Fund 47,729 47,729
471 LMD 84-2, Zone 1 Fund 384 384
473 Eagle Glen HOA Streetlights Fund 4,740 4,740
475 Successor Agency Administration Fund 2,946 2,946
507 Water Capacity Fund 2,265 2,265
567 Reclaimed Water System Fund 148,898 148,898
570 Water Utility Fund 3,584,324 3,584,324
572 Sewer Utility Fund 2,681,620 170,158 2,851,778
577 Transit Services Fund 50,000 50,000
576 Direct Access Electric Utility Fund 69,132 69,132
578 Greenfield Electric Utility Fund 234,250 104,842 339,092 Total Cost Allocation by Fund $ 7,813,101 $ 275,000 $ 8,088,101 City of Corona | Proposed Budget Fiscal Year 2026 Page 99 Citywide Positions
The Schedule of Citywide Positions includes a total of 935.70 FTE positions in the budget for Fiscal Year 2026. This figure includes parttime staff, full-time staff, and elected officials. With respect to full-time staffing, the budget includes a total of 831 positions for Fiscal Year 2026, including recommended service level changes.

Position Type
FTE
Authorized
FY 2023
FTE
Authorized
FY 2024
FTE
Adopted
FY 2025
FTE
Authorized
FY 2025
FTE
Proposed
FY 2026
Elected Officials 6.00 6.00 6.00 6.00 6.00
Full Time Employees 778.00 802.00 816.00 823.00 831.00
Part Time Employees 100.08 100.60 100.98 98.18 98.70
TOTALS 884.08 908.60 922.98 927.18 935.70
The Schedule of Positions includes part-time employees that assist with City’s day-to-day operations and special events. The count of part-time employees is calculated as a full-time equivalent (FTE) based on actual hours worked or hours budgeted. One FTE equates to 2,080 hours per year (40 hours/week x 52 weeks).

Changes Throughout Fiscal Year 2025
There have been multiple position changes since the Fiscal Year 2025 budget was adopted with 922.98 positions. The change is a net increase of 4.20 positions. Many of the changes throughout the year were department reorganizations through reclassification of multiple positions, transfers between departments, part-time hour adjustments, and positions that are eligible for Flex I to II. Below is a summary of the changes by department:

The City Manager’s Office had a net increase of 1.04 FTEs due to reorganization involving full-time and part-time positions.

Specifically, 3.00 FTEs were transferred from the Community Services Department, while 1.96 FTEs were transferred out to the Information Technology Department, resulting in the net increase. Additionally, five positions had title changes, but these did not affect the total number of positions.

The Community Services Department had a net decrease of 4.14 FTEs due to changes in full-time staffing. Three positions were transferred to the City Manager’s Office and two positions were transferred to Public Works. One new position was added. The Accounting Manager position, which had 0.14 FTE allocated to Community Services, was transferred to Finance. Additionally, two positions had title changes, but these did not affect the total FTE count.

The Economic Development Department reclassified an Economic Development Administrator to Real Estate/Business Retention Administrator, which had no impact on the net change in positions.

The Finance Department had a net increase of 0.62 FTE, resulting from two changes: the addition 0.48 FTE for a limited-term part-time position and the transfer of 0.14 FTE for the Accounting Manager position from Community Services. The Budget Manager position was reclassified to Deputy Finance Director, with no impact on the total number of positions. Additionally, two positions were eligible to flex from level I to level II, and one position had a title change; none of these changes affected the overall FTE count.

The Fire Department had a net increase of 0.52 FTE due to the reclassification of a part-time position to full-time. Additionally, one position had a title change, which did not impact the total number of positions.

The Human Resources Department had a net decrease of 0.50 FTE. This change is due to the elimination of one full-time position and the addition of a part-time position. Additionally, two Human Resources Analyst positions were reclassified to Senior Human Resources Analyst positions, with no impact on the total number of positions.

The Information Technology Department had a net increase of 3.96 FTEs. This includes the addition of three new positions (two full-time and one limited-term), the transfer of 1.96 FTEs from the City Manager’s Office, and the elimination of one position. In addition, four positions were reclassified, but these did not impact the total position count.

The Planning and Development Department reclassified an Associate Planner to a Senior Planner and a Code Compliance Inspector II Flex to a Senior Code Compliance Inspector. These reclassifications did not impact the total number of positions.

Additionally, a position allocation correction, made to address a previous error, was offset by an adjustment to more accurately reflect the current duties of another position.

The Police Department had a net decrease of 3.8 FTEs due to the elimination of both full-time and part-time positions.

Additionally, four positions were reclassified, and one position had a title change; however, these changes did not affect the total number of positions.

City of Corona | Proposed Budget Fiscal Year 2026 Page 100 The Public Works Department had a net increase of 3.50 FTEs. This includes the addition of two new positions, the elimination of a 0.50 FTE part-time position, and the transfer of two FTEs from the Community Services Department. Additionally, three positions had title changes. A position allocation correction made to address a previous error was offset by an adjustment to more accurately reflect the current duties of another position. These changes did not affect the total number of positions.

The Utilities Department had a net increase of 3.00 FTEs due to the addition of three new positions. There was also one position that was reclassified and three title changes, with no impact on the total number of positions.

With the incorporation of the above changes, the authorized or ending total for Fiscal Year 2025 is 927.18 FTE.

Position Changes in Fiscal Year 2025
Department / Position Count Comments
City Manager's Office
Administrative Assistant 1.00 Position Transferred from Community Services Administrative Assistant I (Confidential) 1.00 Department reorganization / Title Change Only Broadcast Operator (0.96) Position Transferred to Information Technology Broadcast Specialist (1.00) Position Transferred to Information Technology City Clerk Specialist 1.00 Department reorganization / Title Change Only City Clerk Services Specialist (1.00) Department reorganization / Title Change Only City Clerk Technician 1.00 Department reorganization / Title Change Only City Clerk Services Technician (1.00) Department reorganization / Title Change Only Community Assistance Manager - Position Transferred from Community Services / Title Change Homeless Solutions Manager (1.00) Department reorganization / Title Change Only Housing & Homeless Solutions Manager 1.00 Department reorganization / Title Change Only Housing & Homeless Solutions Supervisor 1.00 Department reorganization / Title Change Only Management Administrative Assistant (1.00) Department reorganization / Title Change Only Management Analyst II 1.00 Position Transferred from Community Services Net Change 1.04
Community Services
Accounting Manager (0.14) Position allocation transferred to Finance Administrative Assistant (1.00) Position Transferred to City Manager's Office Community Assistance Manager (1.00) Position Transferred to City Manager's Office Facilities Maintenance Supervisor 1.00 Department reorganization / Title Change Only Facilities, Parks, & Trails Manager (1.00) Department reorganization / Title Change Only Landscape Maintenance District (LMD) Inspector 1.00 New Position Maintenance Supervisor (1.00) Department reorganization / Title Change Only Management Analyst I (1.00) Position Transferred to Public Works Management Analyst II (1.00) Position Transferred to City Manager's Office Parks & Trails Manager 1.00 Department reorganization / Title Change Only Regulatory Compliance Specialist I Flex (0.25) Position eligible to Flex I to II Regulatory Compliance Specialist II Flex 0.25 Position eligible to Flex I to II Transit Program Manager (1.00) Position Transferred to Public Works Net Change (4.14)
Economic Development
Economic Development Administrator (1.00) Position Reclassification Real Estate/Business Retention Administrator 1.00 Position Reclassification Net Change -
Finance
Accounting Manager 0.14 Position allocation transferred from Community Services Budget Manager (1.00) Position Reclassification
Deputy Finance Director 1.00 Position Reclassification
Financial Analyst II 1.00 Department reorganization / Title Change Only Grant Financial Analyst (1.00) Department reorganization / Title Change Only Intern II 0.48 New Position / Limited Term
City of Corona | Proposed Budget Fiscal Year 2026 Page 101 Department / Position Count Comments
Purchasing Specialist I Flex (2.00) Position eligible to Flex I to II Purchasing Specialist II Flex 2.00 Position eligible to Flex I to II Net Change 0.62
Fire
Assistant to the Fire Chief (1.00) Department reorganization / Title Change Only Emergency Services Coordinator 0.52 Department reorganization / PT to FT Adjustment Executive Assistant 1.00 Department reorganization / Title Change Only Net Change 0.52
Human Resources
Administrative Assistant I (Confidential) 1.00 Department reorganization / Title Change Only Human Resources Administrative Assistant (1.00) Department reorganization / Title Change Only Human Resources Analyst (2.00) Position Reclassification Human Resources Assistant (2.00) Department reorganization / Title Change Only Human Resources Specialist 0.50 New position
Human Resources Supervisor (1.00) Position Eliminated
Office Assistant (Confidential) 2.00 Department reorganization / Title Change Only Senior Human Resources Analyst 2.00 Position Reclassification Net Change (0.50)
Information Technology
Applications Analyst 1.00 New Position / Limited Term
Broadcast Operator 0.96 Transferred from City Manager's Office Broadcast Specialist 1.00 Transferred from City Manager's Office Chief Data Officer (1.00) Position Eliminated
Data & AI Systems Supervisor 1.00 Position Reclassification ERP Administrator 1.00 New Position / Limited Term
GIS Supervisor 1.00 New Position
Help Desk Manager (1.00) Position Reclassification
IT Operations Manager 1.00 Position Reclassification
Senior Applications Analyst (1.00) Position Reclassification Senior Data & Software Architect 1.00 Position Reclassification Senior Software Architect (1.00) Position Reclassification Software Applications Supervisor 1.00 Position Reclassification UI/UX Digital Services Engineer (1.00) Position Reclassification Net Change 3.96
Planning and Development
Associate Planner (1.00) Position Reclassification
Code Compliance Inspector II Flex (1.00) Position Reclassification Lead Public Works Inspector (0.10) Position allocation correction due to error Public Works Inspector II Flex 0.10 Position allocation adjustment moved from Public Works Senior Code Compliance Inspector 1.00 Position Reclassification Senior Planner 1.00 Position Reclassification
Net Change -
Police
Accounting/Grants Specialist (1.00) Position Reclassification Animal Control Officer (1.00) Position Reclassification Assistant to the Chief of Police (1.00) Department reorganization / Title Change Only Executive Assistant 1.00 Department reorganization / Title Change Only Lead Animal Control Officer 1.00 Position Reclassification Lead Police Records Technician 2.00 Position Reclassification Management Analyst I 1.00 Position Reclassification
Police Records Technician II Flex (2.00) Position Reclassification Public Safety Dispatch Call Taker (2.00) Position Eliminated City of Corona | Proposed Budget Fiscal Year 2026 Page 102 Department / Position Count Comments
Public Safety Dispatcher II Flex (1.80) Position Eliminated Net Change (3.80)
Public Works
Administrative Program Analyst (1.00) Department reorganization / Title Change Only City Traffic Engineer (1.00) Department reorganization / Title Change Only Construction Superintendent (1.00) Department reorganization / Title Change Only Lead Public Works Inspector 0.10 Position allocation correction due to error Management Analyst I 1.00 Position Transferred from Community Services Management Analyst II 1.00 Department reorganization / Title Change Only Project Manager 2.00 New Positions
Public Works Inspector II Flex (0.10) Position allocation adjustment moved to Planning & Development Regulatory Compliance Specialist I Flex (0.75) Position eligible to Flex I to II Regulatory Compliance Specialist II Flex 0.75 Position eligible to Flex I to II Street Maintenance Manager 1.00 Department reorganization / Title Change Only Technical Intern (0.50) PT Hours Adjustment
Transit Program Manager 1.00 Position Transferred from Community Services Transportation Manager / City Traffic Engineer 1.00 Department reorganization / Title Change Only Net Change 3.50
Utilities
Assistant Director of Utilities (1.00) Department reorganization / Title Change Only Assistant Utilities Director 1.00 Department reorganization / Title Change Only Assistant Utilities Director 1.00 Position Reclassification Director of Utilities (1.00) Department reorganization / Title Change Only Operations Manager (1.00) Position Reclassification
Senior Administrative Assistant (1.00) Department reorganization / Title Change Only Senior Administrative Assistant (Confidential) 1.00 Department reorganization / Title Change Only Utilities Director 1.00 Department reorganization / Title Change Only Utility Maintenance Technician I Flex (2.00) Position eligible to Flex I to II Utility Maintenance Technician II Flex 2.00 Position eligible to Flex I to II Water Operator III Flex 2.00 New Position
Water Reclamation Operator III Flex 1.00 New Position
Net Change 3.00
FTE Adopted FY 2025 922.98
FTE Net Changes 4.20
FTE Authorized FY 2025 927.18
Changes in the FY 2026 Budget
The budget for Fiscal Year 2026 includes a total of 935.70 FTE positions. From the Authorized Fiscal Year 2025 total of 927.18, this is a net increase of 8.52 positions. This includes a net increase of 9.00 full-time positions and a net decreasse of 0.48 FTE part-time positions. The changes have been reviewed and discussed at the FY 2026 budget workshops. The changes are shown in the following table.

Position Changes in Fiscal Year 2026 Budget
Department / Position Count Comments
Community Services
Facilities Specialist 3.00 Service Adjustment
Facilities Manager 1.00 Service Adjustment
Net Change 4.00
Information Technology
IT Administrative Assistant 0.52 Service Adjustment / PT to FT adjustment Net Change 0.52
City of Corona | Proposed Budget Fiscal Year 2026 Page 103 Department / Position Count Comments
Legal & Risk Management Department
Senior Deputy City Attorney (Constitutional Policing Advisor) 1.00 Service Adjustment Net Change 1.00
Police
Animal Care Technician 1.00 Service Adjustment
Net Change 1.00
Utilities
Water Operator III Flex 1.00 Service Adjustment
Water Reclamation Operator III Flex 1.00 Service Adjustment Net Change 2.00
Total Position Changes for FY 2026 8.52
FTE Proposed FY 2026 935.70
City of Corona | Proposed Budget Fiscal Year 2026 Page 104 Departments
FTE
Authorized
FY 2023
FTE
Authorized
FY 2024
FTE
Adopted
FY 2025
FTE
Authorized
FY 2025
FTE
Proposed
FY 2026
Elected Officials 6.00 6.00 6.00 6.00 6.00
City Manager's Office 22.55 23.05 23.05 24.09 24.09
Community Services 115.47 121.08 124.05 119.91 123.91
Economic Development 6.00 6.00 6.00 6.00 6.00
Finance 35.86 35.86 35.86 36.48 36.48
Fire 130.28 132.24 136.24 136.76 136.76
Human Resources 16.00 16.00 16.00 15.50 15.50
Information Technology 32.55 33.55 36.55 40.51 41.03
Legal & Risk Management 7.72 8.47 8.47 8.47 9.47
Planning & Development 60.86 60.86 60.86 60.86 60.86
Police 268.95 276.65 280.06 276.26 277.26
Public Works 66.19 68.19 68.19 71.69 71.69
Utilities 115.65 120.65 121.65 124.65 126.65
Totals 884.08 908.60 922.98 927.18 935.70
Department Distribution of Full-Time Equivalent (FTE)
Fiscal Year 2026
City of Corona | Proposed Budget Fiscal Year 2026 Page 105 Schedule of Citywide Positions
Department / Position
FTE
Authorized
FY 2023
FTE
Authorized
FY 2024
FTE
Adopted
FY 2025
FTE
Authorized
FY 2025
FTE
Proposed
FY 2026
Monthly
Salaries $
Elected Officials
City Council Members 5.00 5.00 5.00 5.00 5.00 800
City Treasurer 1.00 1.00 1.00 1.00 1.00 200
Total Elected Officials 6.00 6.00 6.00 6.00 6.00
City Manager's Office
Administrative Assistant - - - 1.00 1.00 4,416 - 5,367
Administrative Assistant I (Confidential) - - - 1.00 1.00 4,416 - 5,367 Assistant City Manager 2.00 2.00 2.00 2.00 2.00 20,214 - 24,571 Assistant to the City Manager 2.00 2.00 2.00 2.00 2.00 9,857 - 11,981 Broadcast Operator 0.96 0.96 0.96 - - 3,977 - 4,834
Broadcast Specialist 1.00 1.00 1.00 - - 4,879 - 5,930
Chief Communications Officer 1.00 1.00 1.00 1.00 1.00 9,906 - 12,041 City Clerk 1.00 1.00 1.00 1.00 1.00 10,891 - 13,238
City Clerk Specialist - - - 1.00 1.00 4,903 - 5,960
City Clerk Services Specialist 1.00 1.00 1.00 - -
City Clerk Technician - - - 1.00 1.00 3,493 - 4,246
City Clerk Services Technician 1.00 1.00 1.00 - -
City Management Fellow 1.00 1.50 1.50 1.50 1.50 3,424 - 4,162 City Manager 1.00 1.00 1.00 1.00 1.00 26,217
Deputy City Clerk 1.00 1.00 1.00 1.00 1.00 6,614 - 8,039 Digital Journalist 1.00 1.00 1.00 1.00 1.00 5,418 - 6,585 Digital Media Specialist 1.00 1.00 1.00 1.00 1.00 4,642 - 5,642 Executive Assistant 1.00 1.00 1.00 1.00 1.00 5,337 - 6,488 Homeless Solutions Manager 1.00 1.00 1.00 - - 9,906 - 12,041 Housing & Homeless Solutions Manager - - - 1.00 1.00 10,945 - 13,304 Housing & Homeless Solutions Supervisor - - - 1.00 1.00 8,530 - 10,368 Management Administrative Assistant I 1.00 1.00 1.00 - - Management Analyst I 1.00 1.00 1.00 1.00 1.00 6,107 - 7,423 Management Analyst II - - - 1.00 1.00 6,952 - 8,450
Office Assistant 0.63 0.63 0.63 0.63 0.63 3,356 - 4,080 Public Information Officer 1.00 1.00 1.00 1.00 1.00 7,530 - 9,152 Receptionist 0.96 0.96 0.96 0.96 0.96 2,948 - 3,584
Social Media Specialist 1.00 1.00 1.00 1.00 1.00 4,642 - 5,642 Total City Manager's Office 22.55 23.05 23.05 24.09 24.09 Total Full Time FTE, City Manager's Office 19.00 20.00 20.00 22.00 22.00 Total Part Time FTE, City Manager's Office 3.55 3.05 3.05 2.09 2.09 Total FTE, City Manager's Office 22.55 23.05 23.05 24.09 24.09 Community Services Department
Accounting Manager 0.14 0.14 0.14 - -
Administrative Assistant 3.00 3.00 3.00 2.00 2.00 4,416 - 5,367 Assistant Recreation Coordinator 5.07 4.35 5.07 5.07 5.07 3,690 - 4,485 Building Maintenance Technician 2.08 2.08 2.08 2.08 2.08 3,390 - 4,121 Community Assistance Manager 1.00 1.00 1.00 - -
Community Services Director 1.00 1.00 1.00 1.00 1.00 15,674 - 19,052 Community Services Leader 35.14 35.94 35.94 35.94 35.94 2,993 - 3,638 Community Services Program Coordinator 6.00 7.00 7.00 7.00 7.00 5,499 - 6,685 Facilities Maintenance Supervisor - - - 1.00 1.00 8,034 - 9,766 Facilities Maintenance Technician II Flex 5.00 5.00 5.00 5.00 5.00 4,505 - 5,476 Facilities Manager - - - - 1.00 9,857 - 11,981
Facilities, Parks, & Trails Manager 1.00 1.00 1.00 - -
Facilities Specialist - - - - 3.00 6,548 - 7,960
City of Corona | Proposed Budget Fiscal Year 2026 Page 106 Department / Position
FTE
Authorized
FY 2023
FTE
Authorized
FY 2024
FTE
Adopted
FY 2025
FTE
Authorized
FY 2025
FTE
Proposed
FY 2026
Monthly
Salaries $
Landscape Maintenance District (LMD) Inspector - - - 1.00 1.00 6,199 - 7,535 Lead Facilities Maintenance Technician 1.00 1.00 1.00 1.00 1.00 6,076 - 7,386 Lead Parks & Landscape Technician 1.00 1.00 1.00 1.00 1.00 6,076 - 7,386 Librarian I Flex - 2.00 2.00 2.00 2.00 4,831 - 5,872
Librarian II Flex 4.00 4.00 4.00 4.00 4.00 5,337 - 6,488 Library Acquisitions Technician 0.40 0.40 0.40 0.40 0.40 3,441 - 4,183 Library Assistant 3.59 3.59 4.84 4.84 4.84 3,290 - 3,999 Library Manager 1.00 1.00 1.00 1.00 1.00 9,519 - 11,570 Library Specialist II Flex 4.00 4.00 4.00 4.00 4.00 3,898 - 4,738 Library Supervisor 2.00 2.00 2.00 2.00 2.00 7,022 - 8,535 Maintenance Supervisor 1.00 1.00 1.00 - -
Management Analyst I 2.00 2.00 3.00 2.00 2.00 6,107 - 7,423 Management Analyst II 2.00 2.00 2.00 1.00 1.00 6,952 - 8,450 Office Assistant 2.00 4.00 4.00 4.00 4.00 3,356 - 4,080 Park Maintenance Assistant 0.96 0.96 0.96 0.96 0.96 3,390 - 4,121 Park Planner 1.00 1.00 1.00 1.00 1.00 6,647 - 8,080
Park Ranger 2.40 2.73 2.73 2.73 2.73 3,528 - 4,288
Park Ranger Supervisor 1.00 1.00 1.00 1.00 1.00 6,451 - 7,841 Parks & Landscape Technician I Flex 1.00 - - - - 4,077 - 4,956 Parks & Landscape Technician II Flex 5.00 6.00 6.00 6.00 6.00 4,505 - 5,476 Parks & Trails Manager - - - 1.00 1.00 9,519 - 11,570
Parks Supervisor 1.00 1.00 1.00 1.00 1.00 8,034 - 9,766 Patron Services Assistant 0.80 - - - -
Recreation Services Manager 1.00 1.00 1.00 1.00 1.00 9,519 - 11,570 Recreation Specialist - 1.00 1.00 1.00 1.00 4,350 - 5,288 Recreation Supervisor 2.00 2.00 2.00 2.00 2.00 6,781 - 8,242 Regulatory Compliance Specialist I Flex 0.25 0.25 0.25 - - 4,527 - 5,503 Regulatory Compliance Specialist II Flex (Note 1) - - - 0.25 0.25 5,527 - 6,718 Senior Community Services Leader 7.16 7.16 7.16 7.16 7.16 3,225 - 3,920 Senior Office Assistant 2.00 2.00 2.00 2.00 2.00 3,617 - 4,397 Senior Park Ranger 1.48 1.48 1.48 1.48 1.48 4,688 - 5,699 Senior Parks & Landscape Technician 3.00 3.00 3.00 3.00 3.00 5,232 - 6,359 Trails Planner 1.00 1.00 1.00 1.00 1.00 6,647 - 8,080
Transit Program Manager 1.00 1.00 1.00 - - 8,361 - 10,163 Total Community Services 115.47 121.08 124.05 119.91 123.91 Total Full Time FTE, Community Services 57.39 63.39 64.39 60.25 64.25 Total Part Time FTE, Community Services 58.08 57.69 59.66 59.66 59.66 Total FTE, Community Services 115.47 121.08 124.05 119.91 123.91 Community Services Notes:
1Position is split between multiple departments.

Economic Development Department
Economic Development Administrator 3.00 2.00 2.00 1.00 1.00 7,994 - 9,717 Economic Development Assistant 1.00 1.00 1.00 1.00 1.00 3,356 - 4,080 Economic Development Director 1.00 1.00 1.00 1.00 1.00 15,288 - 18,583 Economic Development Manager - 1.00 1.00 1.00 1.00 9,331 - 11,342 Management Analyst II 1.00 1.00 1.00 1.00 1.00 6,952 - 8,450 Real Estate/Business Retention Administrator - - - 1.00 1.00 7,994 - 9,717 Total Economic Development 6.00 6.00 6.00 6.00 6.00
Total Full Time FTE, Economic Development 6.00 6.00 6.00 6.00 6.00 Total Part Time FTE, Economic Development - - - - -
Total FTE, Economic Development 6.00 6.00 6.00 6.00 6.00 Finance Department
City of Corona | Proposed Budget Fiscal Year 2026 Page 107 Department / Position
FTE
Authorized
FY 2023
FTE
Authorized
FY 2024
FTE
Adopted
FY 2025
FTE
Authorized
FY 2025
FTE
Proposed
FY 2026
Monthly
Salaries $
Accounting Assistant 2.00 2.00 2.00 2.00 2.00 3,424 - 4,162 Accounting Manager 0.86 0.86 0.86 1.00 1.00 9,857 - 11,981 Accounting Supervisor 2.00 2.00 2.00 2.00 2.00 8,615 - 10,472 Accounting Technician I Flex 1.00 - - - - 3,977 - 4,834 Accounting Technician II Flex 3.00 4.00 4.00 4.00 4.00 4,394 - 5,341 Budget Manager 1.00 1.00 1.00 - - 9,857 - 11,981
Budget Supervisor - - 1.00 1.00 1.00 8,615 - 10,472
Deputy Finance Director - - - 1.00 1.00 12,968 - 15,763 Finance Director 1.00 1.00 1.00 1.00 1.00 16,151 - 19,631 Financial Analyst I 3.00 3.00 3.00 3.00 3.00 6,261 - 7,610 Financial Analyst II 2.00 2.00 1.00 2.00 2.00 6,918 - 8,408 Grant Financial Analyst 1.00 1.00 1.00 - -
Intern II (Note 1) - - - 0.48 0.48 3,099 - 3,767
Lead Purchasing Specialist 2.00 2.00 2.00 2.00 2.00 7,022 - 8,535 Lead Warehouse Specialist 1.00 1.00 1.00 1.00 1.00 4,394 - 5,341 Payroll Analyst 1.00 1.00 1.00 1.00 1.00 6,952 - 8,450
Payroll Technician I 1.00 1.00 1.00 1.00 1.00 4,665 - 5,670 Payroll Technician II 1.00 1.00 1.00 1.00 1.00 5,154 - 6,265 Purchasing Manager 1.00 1.00 1.00 1.00 1.00 9,857 - 11,981 Purchasing Specialist I Flex 4.00 4.00 4.00 2.00 2.00 4,712 - 5,727 Purchasing Specialist II Flex 3.00 3.00 3.00 5.00 5.00 5,206 - 6,328 Senior Accounting Technician 2.00 2.00 2.00 2.00 2.00 5,103 - 6,203 Senior Financial Analyst 2.00 2.00 2.00 2.00 2.00 8,034 - 9,766 Warehouse Specialist 1.00 1.00 1.00 1.00 1.00 3,783 - 4,599 Total Finance 35.86 35.86 35.86 36.48 36.48
Total Full Time FTE, Finance 35.86 35.86 35.86 36.00 36.00 Total Part Time FTE, Finance - - - 0.48 0.48
Total FTE, Finance 35.86 35.86 35.86 36.48 36.48
Finance Notes:
1Position is limited term
Fire Department
40-Hour Battalion Chief s 1.00 1.00 - - - 15,686 - 19,066 40-Hour Fire Captain s 3.00 3.00 3.00 3.00 3.00 12,103 - 14,711 Administrative Assistant 1.00 1.00 1.00 1.00 1.00 4,416 - 5,367 Assistant to the Fire Chief 1.00 1.00 1.00 - -
Battalion Chief s 3.00 3.00 3.00 3.00 3.00 13,506 - 16,417 Deputy Fire Chief s 1.00 1.00 3.00 3.00 3.00 16,243 - 19,744 Deputy Fire Marshal s 1.00 1.00 1.00 1.00 1.00 8,326 - 10,120 Emergency Services Coordinator s 0.48 0.48 0.48 1.00 1.00 7,057 - 8,578 Emergency Services Manager 1.00 1.00 1.00 1.00 1.00 9,011 - 10,953 Executive Assistant - - - 1.00 1.00 5,337 - 6,488
Fire Cadet 2.88 4.32 5.28 5.28 5.28 3,023 - 3,674
Fire Captain s 24.00 24.00 24.00 24.00 24.00 10,421 - 12,666 Fire Chief s 1.00 1.00 1.00 1.00 1.00 19,521 - 23,728
Fire Engineer s 24.00 24.00 24.00 24.00 24.00 8,129 - 9,881 Fire Inspector I s 6.96 6.96 7.48 7.48 7.48 5,990 - 7,281 Fire Inspector II s - - 1.00 1.00 1.00 7,133 - 8,670
Fire Marshal s 1.00 1.00 1.00 1.00 1.00 11,982 - 14,565 Firefighter s 24.00 18.00 18.00 18.00 18.00 7,035 - 8,551 Firefighter/Paramedic s 30.00 36.00 36.00 36.00 36.00 8,009 - 9,735 Management Analyst II 1.00 1.00 1.00 1.00 1.00 6,952 - 8,450 Nurse Educator 0.48 1.00 1.00 1.00 1.00 8,966 - 10,898
Office Assistant 2.48 2.48 3.00 3.00 3.00 3,356 - 4,080 Total Fire 130.28 132.24 136.24 136.76 136.76
s = Sworn Public Safety 120.44 120.44 122.96 123.48 123.48 City of Corona | Proposed Budget Fiscal Year 2026 Page 108 Department / Position
FTE
Authorized
FY 2023
FTE
Authorized
FY 2024
FTE
Adopted
FY 2025
FTE
Authorized
FY 2025
FTE
Proposed
FY 2026
Monthly
Salaries $
Total Full Time FTE, Fire 125.00 126.00 130.00 131.00 131.00 Total Part Time FTE, Fire 5.28 6.24 6.24 5.76 5.76
Total FTE, Fire 130.28 132.24 136.24 136.76 136.76
Human Resources Department
Administrative Assistant I (Confidential) - - - 1.00 1.00 4,416 - 5,367 Chief Talent Officer 1.00 1.00 1.00 1.00 1.00 15,288 - 18,583 Human Resources Administrative Assistant 1.00 1.00 1.00 - - Human Resources Analyst 4.00 4.00 4.00 2.00 2.00 6,952 - 8,450 Human Resources Assistant 2.00 2.00 2.00 - -
Human Resources Manager - 1.00 1.00 1.00 1.00 10,676 - 12,977 Human Resources Specialist 3.00 3.00 3.00 3.50 3.50 5,154 - 6,265 Human Resources Supervisor 2.00 1.00 1.00 - - 9,378 - 11,398 Occupational Health & Safety Manager 1.00 1.00 1.00 1.00 1.00 10,006 - 12,162 Office Assistant (Confidential) - - - 2.00 2.00 3,356 - 4,080 Organizational Training & Development Officer 1.00 1.00 1.00 1.00 1.00 8,074 - 9,814 Safety Program Analyst 1.00 1.00 1.00 1.00 1.00 6,952 - 8,450 Senior Human Resources Analyst - - - 2.00 2.00 8,074 - 9,814 Total Human Resources 16.00 16.00 16.00 15.50 15.50
Total Full Time FTE, Human Resources 16.00 16.00 16.00 15.00 15.00 Total Part Time FTE, Human Resources - - - 0.50 0.50
Total FTE, Human Resources 16.00 16.00 16.00 15.50 15.50 Information Technology Department
Applications Analyst (Note 1) 3.00 3.00 3.00 4.00 4.00 6,451 - 7,841 Broadcast Operator - - - 0.96 0.96 3,977 - 4,834
Broadcast Specialist - - - 1.00 1.00 4,879 - 5,930
Chief Data Officer - 1.00 1.00 - -
Chief Information Officer 1.00 1.00 1.00 1.00 1.00 16,151 - 19,631 Data & AI Systems Supervisor - - - 1.00 1.00 8,615 - 10,472 Data Analyst - 1.00 1.00 1.00 1.00 7,128 - 8,664
Data Scientist 1.00 - - - - 8,966 - 10,898
Deputy Chief Information Officer 1.00 1.00 1.00 1.00 1.00 13,837 - 16,819 ERP Administrator (Note 1) - - - 1.00 1.00 7,128 - 8,664 GIS Administrator 1.00 1.00 1.00 1.00 1.00 7,492 - 9,107 GIS Analyst 2.96 3.96 3.96 3.96 3.96 6,451 - 7,841
GIS Data Analyst 1.00 - - - -
GIS Supervisor - - - 1.00 1.00 8,615 - 10,472
Help Desk I 1.48 1.48 1.48 1.48 1.48 3,709 - 4,508
Help Desk II 4.15 4.15 4.15 4.15 4.15 4,098 - 4,981
Help Desk III 0.48 0.48 0.48 0.48 0.48 4,759 - 5,784
Help Desk Manager 1.00 1.00 1.00 - - 8,403 - 10,214
IT Administrative Assistant - - 0.48 0.48 1.00 4,264 - 5,183 IT Operations Manager - - - 1.00 1.00 10,729 - 13,042
Junior Network Analyst 1.00 1.00 1.00 1.00 1.00 5,723 - 6,957 Network Analyst 1.00 1.00 1.00 1.00 1.00 7,128 - 8,664
Office Assistant 0.48 0.48 - - - 3,356 - 4,080
Public Safety Emergency Communications Support Specialist 1.00 1.00 2.00 2.00 2.00 6,451 - 7,841 Public Safety Technical Support Engineer 2.00 1.00 1.00 1.00 1.00 7,128 - 8,664 Radio Technician 1.00 1.00 1.00 1.00 1.00 3,977 - 4,834 Security Analyst - - 1.00 1.00 1.00 6,451 - 7,841
Senior Applications Analyst 1.00 1.00 1.00 - - 7,681 - 9,337 Senior Data & Software Architect - - - 1.00 1.00 11,000 - 13,371 Senior Network Architect 1.00 1.00 1.00 1.00 1.00 10,729 - 13,042 Senior Public Safety Technical Support Engineer - 1.00 1.00 1.00 1.00 7,492 - 9,107 Senior Software Architect 1.00 1.00 1.00 - - 10,729 - 13,042 City of Corona | Proposed Budget Fiscal Year 2026 Page 109 Department / Position
FTE
Authorized
FY 2023
FTE
Authorized
FY 2024
FTE
Adopted
FY 2025
FTE
Authorized
FY 2025
FTE
Proposed
FY 2026
Monthly
Salaries $
Senior Systems Engineer 1.00 1.00 1.00 1.00 1.00 7,128 - 8,664 Software Applications Supervisor - - - 1.00 1.00 8,615 - 10,472 Software Developer 1.00 1.00 1.00 1.00 1.00 7,492 - 9,107 Systems Administrator 1.00 1.00 1.00 1.00 1.00 7,681 - 9,337 Systems Engineer 1.00 1.00 2.00 2.00 2.00 6,451 - 7,841 UI/UX Digital Services Engineer 1.00 1.00 1.00 - - 7,681 - 9,337 Total Information Technology 32.55 33.55 36.55 40.51 41.03 Total Full Time FTE, Information Technology 27.00 28.00 31.00 34.00 35.00 Total Part Time FTE, Information Technology 5.55 5.55 5.55 6.51 6.03 Total FTE, Information Technology 32.55 33.55 36.55 40.51 41.03 Information Technology Notes:
1Position is limited-term; Among the four total Applications Analyst positions, only one is limited-term.

Legal & Risk Management Department
Assistant City Attorney/Assistant Legal & Risk Management Director 1.00 1.00 1.00 1.00 1.00 18,851 - 22,914 Chief Deputy City Attorney 1.00 1.00 1.00 1.00 1.00 15,288 - 18,583 Deputy City Attorney II (Litigation) 1.00 - - - - 12,776 - 15,529 City Attorney/Legal & Risk Management Director 1.00 1.00 1.00 1.00 1.00 26,217 Law Clerk - 1.47 1.47 1.47 1.47 3,441 - 4,183
Professional/Graduate Student Intern 0.72 - - - -
Risk Management Specialist 1.00 1.00 1.00 1.00 1.00 5,180 - 6,296 Senior Deputy City Attorney (Constitutional Policing Advisor) - 1.00 1.00 1.00 2.00 14,545 - 17,679 Senior Paralegal/Claims Manager 1.00 1.00 1.00 1.00 1.00 9,147 - 11,118 Workers' Compensation Manager 1.00 1.00 1.00 1.00 1.00 9,147 - 11,118 Total Legal & Risk Management 7.72 8.47 8.47 8.47 9.47
Total Full Time FTE, Legal & Risk Management 7.00 7.00 7.00 7.00 8.00 Total Part Time FTE, Legal & Risk Management 0.72 1.47 1.47 1.47 1.47 Total FTE, Legal & Risk Management 7.72 8.47 8.47 8.47 9.47 Planning and Development Department
Administrative Assistant 2.00 2.00 2.00 2.00 2.00 4,416 - 5,367 Assistant Engineer 1.00 1.00 1.00 1.00 1.00 7,308 - 8,883 Assistant Planner 1.00 1.00 1.00 1.00 1.00 6,016 - 7,312 Associate Engineer 6.00 6.00 6.00 6.00 6.00 8,074 - 9,814 Associate Planner 3.00 3.00 3.00 2.00 2.00 6,647 - 8,080 Building Inspection Supervisor 1.00 1.00 1.00 1.00 1.00 8,745 - 10,630 Building Inspector II Flex 5.00 5.00 5.00 5.00 5.00 5,810 - 7,062 Building Official 1.00 1.00 1.00 1.00 1.00 11,621 - 14,125 Building Permit Technician II Flex 5.00 5.00 5.00 5.00 5.00 4,783 - 5,813 Code Compliance Inspector II Flex 4.00 4.00 4.00 3.00 3.00 5,445 - 6,618 Code Compliance Supervisor 1.00 1.00 1.00 1.00 1.00 7,235 - 8,794 Code Compliance Technician 1.00 1.00 1.00 1.00 1.00 4,460 - 5,421 Combination Plans Examiner 1.00 1.00 1.00 1.00 1.00 8,074 - 9,814 Construction Manager (Note 3) - 0.70 0.70 0.70 0.70 10,623 - 12,912 Development Services Manager 1.00 1.00 1.00 1.00 1.00 11,166 - 13,572 Engineering Intern 0.48 0.48 0.48 0.48 0.48 3,099 - 3,767 Executive Assistant 1.00 1.00 1.00 1.00 1.00 5,337 - 6,488 Intern II 1.44 1.44 1.44 1.44 1.44 3,099 - 3,767
Lead Public Works Inspector (Note 3) - - 1.00 0.90 0.90 7,797 - 9,478 Plan Check Engineer 2.00 2.00 2.00 2.00 2.00 8,074 - 9,814 Plan Check Manager 1.00 1.00 1.00 1.00 1.00 10,623 - 12,912 Planning & Development Director 1.00 1.00 1.00 1.00 1.00 16,151 - 19,631 Planning Manager 1.00 1.00 1.00 1.00 1.00 11,166 - 13,572 Planning Technician 2.00 2.00 2.00 2.00 2.00 4,688 - 5,699 City of Corona | Proposed Budget Fiscal Year 2026 Page 110 Department / Position
FTE
Authorized
FY 2023
FTE
Authorized
FY 2024
FTE
Adopted
FY 2025
FTE
Authorized
FY 2025
FTE
Proposed
FY 2026
Monthly
Salaries $
Public Works Inspection Superintendent 0.70 - - - -
Public Works Inspector II Flex 3.70 3.70 0.90 1.00 1.00 5,810 - 7,062 Public Works Permit Technician II Flex (Note 3) 2.86 2.86 2.86 2.86 2.86 4,783 - 5,813 Senior Administrative Assistant - - 1.00 1.00 1.00 4,879 - 5,930 Senior Building Permit Technician 1.00 1.00 1.00 1.00 1.00 5,555 - 6,752 Senior Code Compliance Inspector 1.00 1.00 1.00 2.00 2.00 6,324 - 7,686 Senior Engineer (Note 3) 1.88 1.88 1.88 1.88 1.88 9,566 - 11,628 Senior Office Assistant 1.00 1.00 - - - 3,617 - 4,397
Senior Planner 1.00 1.00 1.00 2.00 2.00 8,789 - 10,683
Senior Public Works Inspector (Note 3) 1.80 1.80 3.60 3.60 3.60 6,747 - 8,201 Senior Public Works Permit Technician 1.00 1.00 1.00 1.00 1.00 5,555 - 6,752 Subtotal Planning and Development 58.86 58.86 58.86 58.86 58.86 Planning and Development Department (Special Funding)
Code Compliance Inspector II Flex (Note 1) 1.00 1.00 1.00 1.00 1.00 5,445 - 6,618 Code Compliance Inspector II Flex (Note 2) 1.00 1.00 1.00 1.00 1.00 5,445 - 6,618 Subtotal Special Funding 2.00 2.00 2.00 2.00 2.00
Total Planning and Development 60.86 60.86 60.86 60.86 60.86 Total Full Time FTE, Planning and Development 58.94 58.94 58.94 58.94 58.94 Total Part Time FTE, Planning and Development 1.92 1.92 1.92 1.92 1.92 Total FTE, Planning and Development 60.86 60.86 60.86 60.86 60.86 Planning and Development Notes:
1Position is funded by Community Development Block Grant (CDBG) on a year-to-year basis. 2Position is funded by the Abandoned Vehicle Abatement program. 3Position is split between multiple departments.

Police Department
Accounting/Grants Specialist 1.00 1.00 1.00 - - 5,364 - 6,520 Administrative Assistant 4.00 4.00 4.00 4.00 4.00 4,416 - 5,367 Animal Care Technician 4.00 4.00 4.00 4.00 5.00 3,802 - 4,622 Animal Control Officer 4.00 4.00 4.00 3.00 3.00 4,201 - 5,106 Animal Control Supervisor 2.00 2.00 2.00 2.00 2.00 6,419 - 7,802 Assistant to the Chief of Police 1.00 1.00 1.00 - -
Background Investigator 1.00 1.00 1.00 1.00 1.00 5,284 - 6,423 Chief of Police s 1.00 1.00 1.00 1.00 1.00 19,521 - 23,728 Community Outreach Assistant 0.48 0.48 0.48 0.48 0.48 3,257 - 3,959 Community Outreach Specialist 1.00 1.00 1.00 1.00 1.00 4,665 - 5,670 Community Services Officer I Flex 2.00 2.00 2.00 2.00 2.00 3,918 - 4,762 Community Services Officer II Flex 8.00 12.00 12.00 12.00 12.00 4,329 - 5,261 Crime & Intelligence Analyst 2.00 2.00 2.00 2.00 2.00 6,016 - 7,312 Executive Assistant - - - 1.00 1.00 5,337 - 6,488
Forensic Specialist II Flex 3.00 3.00 3.00 3.00 3.00 5,695 - 6,922 Jailer 6.00 6.00 6.00 6.00 6.00 4,928 - 5,990
Janitor 1.59 1.59 2.00 2.00 2.00 3,053 - 3,711
Lead Animal Control Officer - - - 1.00 1.00 5,129 - 6,234 Lead Police Records Technician - - - 2.00 2.00 4,712 - 5,727 Management Analyst I - 1.00 1.00 6,107 - 7,423
Management Analyst II 1.00 1.00 1.00 1.00 1.00 6,952 - 8,450 Parking Enforcement Officer 0.96 0.96 0.96 0.96 0.96 3,038 - 3,692 Police Cadet 5.76 5.76 5.76 5.76 5.76 3,023 - 3,674
Police Captain s 3.00 3.00 3.00 3.00 3.00 15,510 - 18,852 Police Corporal s 17.00 17.00 17.00 17.00 17.00 7,989 - 9,711 Police Department General Assistant 5.86 5.86 5.86 5.86 5.86 2,948 - 3,584 Police Detective s 22.30 22.00 22.00 22.00 22.00 8,191 - 9,956 Police Lieutenant s 6.00 6.00 6.00 6.00 6.00 12,896 - 15,675 Police Officer s 83.00 85.00 85.00 85.00 85.00 7,601 - 9,239 City of Corona | Proposed Budget Fiscal Year 2026 Page 111 Department / Position
FTE
Authorized
FY 2023
FTE
Authorized
FY 2024
FTE
Adopted
FY 2025
FTE
Authorized
FY 2025
FTE
Proposed
FY 2026
Monthly
Salaries $
Police Records Supervisor 1.00 2.00 2.00 2.00 2.00 6,581 - 7,999 Police Records Technician II Flex 9.00 10.00 10.00 8.00 8.00 3,859 - 4,691 Police Sergeant s 23.00 24.00 24.00 24.00 24.00 10,303 - 12,524 Property & Evidence Technician 2.00 2.00 2.00 2.00 2.00 4,350 - 5,288 Public Safety Communications Manager 1.00 1.00 1.00 1.00 1.00 9,472 - 11,513 Public Safety Dispatch Call Taker 2.00 2.00 2.00 - - 4,416 - 5,367 Public Safety Dispatch Supervisor 4.00 4.00 4.00 4.00 4.00 7,836 - 9,525 Public Safety Dispatcher II Flex 20.00 20.00 20.00 18.20 18.20 5,695 - 6,922 Public Safety Information Coordinator 1.00 1.00 1.00 1.00 1.00 6,781 - 8,242 Range Master 1.00 1.00 1.00 1.00 1.00 5,695 - 6,922
Real-Time Information Center Operator - - 2.00 2.00 2.00 5,258 - 6,391 Real-Time Information Center Supervisor - - 1.00 1.00 1.00 6,952 - 8,450 Senior Office Assistant 1.00 2.00 2.00 2.00 2.00 3,617 - 4,397 Senior Public Safety Dispatcher 6.00 6.00 6.00 6.00 6.00 6,292 - 7,648 Support Services Manager 1.00 1.00 1.00 1.00 1.00 9,472 - 11,513 Subtotal Police 258.95 268.65 272.06 268.26 269.26
Police Department Special Funding
Community Services Officer I Flex (Note 4) 1.00 1.00 1.00 1.00 1.00 3,918 - 4,762 Police Corporal - Contract Funding (Note 1) s 1.00 1.00 1.00 1.00 1.00 7,989 - 9,711 Police Officer - Contract Funding (Note 2, 3, 5) s 8.00 6.00 6.00 6.00 6.00 7,601 - 9,239 Subtotal Special Funding 10.00 8.00 8.00 8.00 8.00
Total Police 268.95 276.65 280.06 276.26 277.26
s = Sworn Public Safety 164.30 165.00 165.00 165.00 165.00 Total Full Time FTE, Police 251.00 259.00 264.00 262.00 263.00 Total Part Time FTE, Police 17.95 17.65 16.06 14.26 14.26 Total FTE, Police 268.95 276.65 280.06 276.26 277.26
Police Notes:
1Police Corporal 1 position - Post-Release Accountability and Compliance Team (PACT). Agreement with Riverside County Probation Department. 2Police Officer 1 position - Post-Release Accountability and Compliance Team (PACT). Agreement with Riverside County Probation Department. 3Police Officer 4 positions - Corona-Norco Unified School District agreement (School Resource Officers) to high schools. (City pays for 1.5, CNUSD pays for 1.5) 4Community Service Officer 1 position - Corona-Norco Unified School district 3 year agreement for Proposition 47 Grant Program, ending June 2, 2026.

Additional funding approved for position to continue through June 30, 2026. 5Police Officer 1 position - Tobacco Grant Program Award July 1, 2022 thru July 1, 2025 for School Resource Officer.

Public Works Department
Administrative Assistant 1.00 1.00 1.00 1.00 1.00 4,416 - 5,367 Administrative Program Analyst 1.00 1.00 1.00 - - 6,952 - 8,450 Asset Management Coordinator 1.00 1.00 1.00 1.00 1.00 7,271 - 8,838 Assistant Engineer - Traffic 1.00 1.00 1.00 1.00 1.00 7,308 - 8,883 Assistant Project Manager 3.00 3.00 3.00 3.00 3.00 7,308 - 8,883 Associate Engineer 7.00 7.00 7.00 7.00 7.00 8,074 - 9,814 Associate Engineer - Traffic - 1.00 1.00 1.00 1.00 8,074 - 9,814 CIP Manager/Assistant City Engineer 1.00 1.00 1.00 1.00 1.00 13,564 - 16,487 CIP Supervisor 3.00 3.00 3.00 3.00 3.00 11,110 - 13,505 City Traffic Engineer 1.00 1.00 1.00 - -
Construction Manager (Note 1) - 0.30 0.30 0.30 0.30 10,623 - 12,912 Construction Superintendent 1.00 1.00 1.00 - -
Engineering Assistant 0.48 - - - -
Engineering Technician 1.00 1.00 1.00 1.00 1.00 5,555 - 6,752 Environmental Compliance Coordinator 1.00 1.00 1.00 1.00 1.00 6,324 - 7,686 Environmental Compliance Supervisor 1.00 1.00 1.00 1.00 1.00 7,994 - 9,717 Executive Assistant 1.00 1.00 1.00 1.00 1.00 5,337 - 6,488 City of Corona | Proposed Budget Fiscal Year 2026 Page 112 Department / Position
FTE
Authorized
FY 2023
FTE
Authorized
FY 2024
FTE
Adopted
FY 2025
FTE
Authorized
FY 2025
FTE
Proposed
FY 2026
Monthly
Salaries $
Fleet Manager 1.00 1.00 1.00 1.00 1.00 9,614 - 11,686
Fleet Superintendent 1.00 1.00 1.00 1.00 1.00 8,074 - 9,814 Fleet Technician II Flex 3.00 3.00 3.00 3.00 3.00 4,264 - 5,183 Intern II 2.40 2.88 2.88 2.88 2.88 3,099 - 3,767
Lead Fleet Technician 1.00 1.00 1.00 1.00 1.00 5,752 - 6,991 Lead Public Works Inspector (Note 1) - - - 0.10 0.10 7,797 - 9,478 Management Analyst I - - - 1.00 1.00 6,107 - 7,423
Management Analyst II 1.00 1.00 1.00 2.00 2.00 6,952 - 8,450 Project Manager 1.00 1.00 1.00 3.00 3.00 8,074 - 9,814
Public Works Director 1.00 1.00 1.00 1.00 1.00 16,151 - 19,631 Public Works Inspection Superintendent 0.30 - - - -
Public Works Inspector II Flex 0.30 0.30 0.10 - - 5,810 - 7,062 Public Works Permit Technician II Flex 0.14 0.14 0.14 0.14 0.14 4,783 - 5,813 Regulatory Compliance Specialist I Flex 0.75 0.75 0.75 - - 4,527 - 5,503 Regulatory Compliance Specialist II Flex (Note 1) - - - 0.75 0.75 4,527 - 5,503 Senior Engineer (Note 1) 2.12 2.12 2.12 2.12 2.12 9,566 - 11,628 Senior Engineer-Traffic 1.00 1.00 1.00 1.00 1.00 10,056 - 12,223 Senior Fleet Technician 4.00 4.00 4.00 4.00 4.00 4,953 - 6,020 Senior Office Assistant 1.00 1.00 1.00 1.00 1.00 3,617 - 4,397 Senior Project Manager 2.00 2.00 2.00 2.00 2.00 10,056 - 12,223 Senior Public Works Inspector (Note 1) 0.20 0.20 0.40 0.40 0.40 6,747 - 8,201 Senior Street Maintenance Worker 4.00 4.00 4.00 4.00 4.00 4,953 - 6,020 Street Light Maintenance Technician 1.00 1.00 1.00 1.00 1.00 4,903 - 5,960 Street Maintenance Crew Leader 2.00 2.00 2.00 2.00 2.00 5,752 - 6,991 Street Maintenance Manager - - - 1.00 1.00 11,334 - 13,777 Street Maintenance Worker I Flex 2.00 - - - - 3,672 - 4,463 Street Maintenance Worker II Flex 4.00 6.00 6.00 6.00 6.00 4,264 - 5,183 Street Sign Maintenance Technician - 1.00 1.00 1.00 1.00 4,903 - 5,960 Technical Intern 0.50 0.50 0.50 - -
Traffic Maintenance Technician 1.00 1.00 1.00 1.00 1.00 4,903 - 5,960 Traffic Management Technician I 1.00 - - - -
Traffic Signal Coordinator 1.00 1.00 1.00 1.00 1.00 7,308 - 8,883 Traffic Signal Technician 2.00 3.00 3.00 3.00 3.00 5,986 - 7,276 Transit Program Manager - - - 1.00 1.00 8,361 - 10,163
Transportation Manager / City Traffic Engineer - - - 1.00 1.00 11,334 - 13,777 Total Public Works 66.19 68.19 68.19 71.69 71.69
Total Full Time FTE, Public Works 62.81 64.81 64.81 68.81 68.81 Total Part Time FTE, Public Works 3.38 3.38 3.38 2.88 2.88 Total FTE, Public Works 66.19 68.19 68.19 71.69 71.69
Public Works Notes:
1Position is split between multiple departments.

Utilities Department
Administrative Assistant 2.00 2.00 2.00 2.00 2.00 4,416 - 5,367 Administrative Supervisor 1.00 1.00 1.00 1.00 1.00 5,897 - 7,168 Assistant Director of Utilities 1.00 1.00 1.00 - -
Assistant Utilities Director - 2.00 2.00 14,329 - 17,416 Business Supervisor 1.00 1.00 1.00 1.00 1.00 7,758 - 9,430 Chief Distribution Operator 1.00 1.00 1.00 1.00 1.00 11,166 - 13,572 Chief Reclamation Operator 1.00 1.00 1.00 1.00 1.00 11,166 - 13,572 Chief Water Operator 1.00 1.00 1.00 1.00 1.00 11,166 - 13,572 Customer Care Assistant I 1.92 1.92 1.92 1.92 1.92 3,511 - 4,267 Customer Care Specialist I Flex 6.00 3.00 3.00 3.00 3.00 3,617 - 4,397 Customer Care Specialist II Flex 3.00 6.00 6.00 6.00 6.00 4,201 - 5,106 Customer Care Supervisor 1.00 1.00 1.00 1.00 1.00 7,758 - 9,430 Deputy Chief Operator - Water 1.00 1.00 1.00 1.00 1.00 10,106 - 12,284 City of Corona | Proposed Budget Fiscal Year 2026 Page 113 Department / Position
FTE
Authorized
FY 2023
FTE
Authorized
FY 2024
FTE
Adopted
FY 2025
FTE
Authorized
FY 2025
FTE
Proposed
FY 2026
Monthly
Salaries $
Deputy Chief Operator - Water Reclamation 1.00 1.00 1.00 1.00 1.00 10,106 - 12,284 Director of Utilities 1.00 1.00 1.00 - -
Electric Utility Analyst 1.00 1.00 1.00 1.00 1.00 6,548 - 7,960 Electric Utility Manager 1.00 1.00 1.00 1.00 1.00 10,465 - 12,720 Intern I 1.73 1.73 1.73 1.73 1.73 2,948 - 3,584
Lead Customer Care Specialist 1.00 1.00 1.00 1.00 1.00 6,199 - 7,535 Lead Utility Maintenance Technician 2.00 2.00 2.00 2.00 2.00 7,643 - 9,290 Lead Utility Service Worker 1.00 1.00 1.00 1.00 1.00 6,581 - 7,999 Lead Water Operator 2.00 2.00 2.00 2.00 2.00 8,074 - 9,814 Lead Water Reclamation Operator 1.00 2.00 2.00 2.00 2.00 8,074 - 9,814 Maintenance Manager 1.00 1.00 1.00 1.00 1.00 11,000 - 13,371 Maintenance Planner 1.00 1.00 1.00 1.00 1.00 6,918 - 8,408 Management Analyst I 1.00 1.00 1.00 1.00 1.00 6,107 - 7,423 Management Analyst II 1.00 1.00 1.00 1.00 1.00 6,952 - 8,450 Meter Service Technician - 2.00 2.00 2.00 2.00 4,527 - 5,503 Office Assistant 3.00 3.00 3.00 3.00 3.00 3,356 - 4,080 Operations Manager 1.00 1.00 1.00 - - 10,729 - 13,042
Project Coordinator - 1.00 1.00 1.00 1.00 7,344 - 8,927 Recycling & Program Analyst 2.00 2.00 2.00 2.00 2.00 5,638 - 6,853 Regulatory Compliance Specialist II Flex 1.00 1.00 1.00 1.00 1.00 5,527 - 6,718 SCADA Engineer 2.00 1.00 1.00 1.00 1.00 7,308 - 8,883
Senior SCADA Engineer - 1.00 1.00 1.00 1.00 8,487 - 10,316 Senior Administrative Assistant 1.00 1.00 1.00 - - 4,879 - 5,930 Senior Administrative Assistant (Confidential) - 1.00 1.00 4,879 - 5,930 Senior Customer Care Specialist 4.00 4.00 4.00 4.00 4.00 4,879 - 5,930 Senior Regulatory Compliance Specialist 2.00 2.00 2.00 2.00 2.00 6,747 - 8,201 Senior Sustainability Specialist 1.00 1.00 1.00 1.00 1.00 6,747 - 8,201 Senior Utility Maintenance Technician 2.00 2.00 2.00 2.00 2.00 6,918 - 8,408 Senior Utility Service Worker 6.00 4.00 4.00 4.00 4.00 5,391 - 6,553 Sustainability Specialist I Flex 1.00 - - - - 4,527 - 5,503 Sustainability Specialist II Flex - 1.00 1.00 1.00 1.00 5,527 - 6,718 Sustainability Supervisor - - 1.00 1.00 1.00 7,758 - 9,430 Utilities Director - 1.00 1.00 18,114 - 22,017
Utilities Operations Analyst 1.00 1.00 1.00 1.00 1.00 8,074 - 9,814 Utility Billing and Administration Manager 1.00 1.00 1.00 1.00 1.00 10,729 - 13,042 Utility Maintenance Superintendent 2.00 2.00 2.00 2.00 2.00 9,857 - 11,981 Utility Maintenance Technician I Flex 3.00 3.00 3.00 1.00 1.00 5,667 - 6,888 Utility Maintenance Technician II Flex 5.00 7.00 7.00 9.00 9.00 6,261 - 7,610 Utility Service Worker Crew Leader/Equipment Operator - 2.00 2.00 2.00 2.00 5,956 - 7,240 Utility Service Worker I Flex 3.00 2.00 2.00 2.00 2.00 3,997 - 4,858 Utility Service Worker II Flex 6.00 7.00 7.00 7.00 7.00 4,416 - 5,367 Water Operator I Flex 3.00 3.00 3.00 3.00 3.00 5,002 - 6,080 Water Operator II Flex 7.00 7.00 7.00 7.00 7.00 6,107 - 7,423 Water Operator III Flex 7.00 7.00 7.00 9.00 10.00 7,455 - 9,062 Water Reclamation Operator II Flex 2.00 2.00 2.00 2.00 2.00 6,107 - 7,423 Water Reclamation Operator III Flex 9.00 8.00 8.00 9.00 10.00 7,455 - 9,062 Water Resources Field Representative 3.00 3.00 3.00 3.00 3.00 4,527 - 5,503 Total Utilities Department 115.65 120.65 121.65 124.65 126.65 Total Full Time FTE, Utilities 112.00 117.00 118.00 121.00 123.00 Total Part Time FTE, Utilities 3.65 3.65 3.65 3.65 3.65 Total FTE, Utilities 115.65 120.65 121.65 124.65 126.65 GRAND TOTAL 884.08 908.60 922.98 927.18 935.70
Total Elected Officials 6.00 6.00 6.00 6.00 6.00
Total Full Time Employees 778.00 802.00 816.00 823.00 831.00 City of Corona | Proposed Budget Fiscal Year 2026 Page 114 Department / Position
FTE
Authorized
FY 2023
FTE
Authorized
FY 2024
FTE
Adopted
FY 2025
FTE
Authorized
FY 2025
FTE
Proposed
FY 2026
Monthly
Salaries $
Total Part Time Employees 100.08 100.60 100.98 98.18 98.70 Total Employees 884.08 908.60 922.98 927.18 935.70
s = Sworn Public Safety 284.74 285.44 287.96 288.48 288.48 City of Corona | Proposed Budget Fiscal Year 2026 Page 115

OPERATING & MAINTENANCE PROJECTS
City of Corona | Proposed Budget Fiscal Year 2026 Page 116 Operating & Maintenance Projects Overview
Historically, the Capital Improvement Plan (CIP) consisted of Capital Improvement and Operating & Maintenance Projects. During the FY 2024 budget process, the City underwent a revamp process in which the definition for Capital Improvement Projects was refined.

This new definition meant true Capital Improvement Projects were to remain in the CIP, while projects that did not meet the revised criteria of a Capital Improvement Project would no longer be included in the CIP. Those projects have been labeled Operating & Maintenance (O&M) Projects and will now be considered a new category within the overall umbrella of operating expenditures. While Capital Improvement Projects are a long-term investment of funds ($50,000+) to improve, repair, replace, or construct an asset (lifespan of 5+ years), facility, or public infrastructure, O&M Projects are not tied to a budget threshold or involve construction. Some examples include: purchase of major equipment (excluding major equipment that would extend the lifespan of a current system), development of studies and plans, grant programs (i.e. HOME and CDBG), and routine maintenance (excluding major maintenance or rehabilitation that would extend the lifespan of a current asset).

New O&M funding for Fiscal Year 2026 totals $16,685,856. The following schedule lists all projects, grouped by fund, and includes estimated carryover funding and new Fiscal Year 2026 funding.

FUND

PROJECT
NO. PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
GENERAL FUND (110)
110 63800 COMMUNITY EVENTS - CO-SPONSORED 51,324 - 51,324 110 63900 LIBRARY MATERIALS 6,926 - 6,926
110 68340 VEHICLE PROCUREMENT 214,714 20,000 234,714
110 69060 GENERAL PLAN/CLIMATE ACTION PLAN UPDATE 1,349 - 1,349 110 72160 CITYWIDE TRAFFIC SIGNS 35,000 - 35,000
110 72540 REPLACE MICROWAVE LINKS TO FIRE STATION 37,997 - 37,997 110 77220 UNANTICIPATED / EMERGENCY REPAIRS AT 725 S. MAIN 99,815 - 99,815 110 77380 UV BARRIER FOR SPECIALTY PD VEHICLES 43,790 - 43,790 110 77880 ERP SYSTEM 4,366,767 - 4,366,767
110 78390 NORTH CORONA MALL ACQUISITION/IMPROVEMENTS 115,653 - 115,653 110 79260 CORONA DEPOT BUILDING RELOCATION 238,318 - 238,318 110 79320 SOUTH CORONA MALL ACQUISITION/IMPROVEMENTS 27,287 - 27,287 110 79330 CORONA LANDFILL SOLAR FARM 50,000 - 50,000
110 86460 PD TRAINING ROOMS UPGRADE 10,480 - 10,480
110 86480 EXPANSION OF THE POLICE GYM 28,430 - 28,430
GENERAL FUND (110) TOTAL $5,327,851 $20,000 $5,347,851
MEASURE X FUND (120)
120 68340 VEHICLE PROCUREMENT 4,832,310 - 4,832,310
120 75025 CITY OF CORONA: HOMELESS SHELTER REHABILITATION PHASE II 2,633 - 2,633 120 77350 ADA SELF EVALUATION AND TRANSITION PLAN UPDATE 67,292 - 67,292 120 77380 UV BARRIER FOR SPECIALTY PD VEHICLES 45,000 - 45,000 120 77880 ERP SYSTEM 1,047,367 - 1,047,367
120 78260 FIRE STATION 4 KITCHEN VENTILATION 20,000 - 20,000 120 78280 FIRE STATION 3 BATHROOM REMODEL 10,000 - 10,000 120 78390 NORTH CORONA MALL ACQUISITION/IMPROVEMENTS 493,127 - 493,127 120 78430 EXPANSION OF ANIMAL CONTROL KENNEL SPACE 30,000 - 30,000 120 79080 REPLACE FIRE MICROWAVE NETWORK 150,000 - 150,000 120 79320 SOUTH CORONA MALL ACQUISITION/IMPROVEMENTS 1,158,022 - 1,158,022 MEASURE X FUND (120) TOTAL $7,855,751 - $7,855,751
LIBRARY FACILITIES FEE FUND (206)
206 63900 LIBRARY MATERIALS 10,387 - 10,387
206 86910 CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 LIBRARY FACILITIES FEE FUND (206) TOTAL $13,219 - $13,219 FIRE WILD LAND MITIGATION FUND (207)
207 62900 FIRE EQUIPMENT ACQUISITION 14,240 - 14,240
207 AUTO - 1250 RAPID EXTRICATION MODULE SUPPORT (REMS) - 24,981 24,981 FIRE WILD LAND MITIGATION FUND (207) TOTAL $14,240 $24,981 $39,221 TC POLICE FACILITIES FUND (208)
208 68340 VEHICLE PROCUREMENT - 83,520 83,520
208 86910 CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 City of Corona | Proposed Budget Fiscal Year 2026 Page 117 FUND

PROJECT
NO. PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
TC POLICE FACILITIES FUND (208) TOTAL $2,832 $83,520 $86,352 TC FIRE FACILITIES FUND (209)
209 62900 FIRE EQUIPMENT ACQUISITION 23,593 - 23,593
209 86910 CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 209 AUTO - 1241 OPERATIONAL SUPPORT IN SOUTH CORONA AND SURROUNDING AREAS - 216,245 216,245 TC FIRE FACILITIES FUND (209) TOTAL $26,425 $216,245 $242,670 STREET AND TRAFFIC SIGNALS FUND (211)
211 69510 CITYWIDE MASTER PLAN STREET IMPROVEMENTS 1,587,748 - 1,587,748 211 70630 CITYWIDE TRAFFIC SIGNALS 1,976,721 - 1,976,721 211 76210 TRAFFIC SIGNAL ADA ENHANCEMENTS 112,358 - 112,358 211 76230 TRAFFIC MONITORING CCTV SYSTEM REPAIRS AND UPGRADES 202,076 - 202,076 211 86910 CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 10,007 - 10,007 STREET AND TRAFFIC SIGNALS FUND (211) TOTAL $3,888,910 - $3,888,910 DRAINAGE FEE FUND (212)
212 68860 CITYWIDE BENCHMARK UPDATE 105,060 - 105,060
212 77390 DRAINAGE MASTER PLAN UPDATE 500,567 - 500,567 212 86910 CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 5,382 - 5,382 212 86920 REIMBURSEMENT AGREEMENT PAYMENTS - DRAINAGE 166,628 - 166,628 DRAINAGE FEE FUND (212) TOTAL $777,637 - $777,637
POLICE FACILITIES FUND (213)
213 86450 POLICE EQUIPMENT ACQUISITION 15,659 - 15,659
213 86910 CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 POLICE FACILITIES FUND (213) TOTAL $18,491 - $18,491
FIRE FACILITIES FUND (214)
214 62900 FIRE EQUIPMENT ACQUISITION 82,687 - 82,687
214 86910 CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 214 AUTO - 1250 RAPID EXTRICATION MODULE SUPPORT (REMS) - 10,379 10,379 FIRE FACILITIES FUND (214) TOTAL $85,519 $10,379 $95,898 PUBLIC MEETING FACILITIES FUND (215)
215 86910 CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 2,832 - 2,832 PUBLIC MEETING FACILITIES FUND (215) TOTAL $2,832 - $2,832 AQUATICS CENTER FUND (216)
216 86910 CITYWIDE DEVELOPMENT IMPACT FEE REVIEW 1,082 - 1,082 AQUATICS CENTER FUND (216) TOTAL $1,082 - $1,082
PARKS AND OPEN SPACE FUND (217)
217 AUTO - 1243 GREEN RIVER RANCH TRAIL - 30,000 30,000 PARKS AND OPEN SPACE FUND (217) TOTAL - $30,000 $30,000 RMRA FUND (221)
221 69220 PAVEMENT MAINTENANCE AND RESURFACING - 500,000 500,000 221 70940 MISCELLANEOUS REPAIR AND REPLACEMENT OF TRAFFIC SIGNALS - 300,000 300,000 RMRA FUND (221) TOTAL - $800,000 $800,000
GAS TAX (2105-2106-PROP 42) FUND (222)
222 69220 PAVEMENT MAINTENANCE AND RESURFACING 120,713 - 120,713 222 70730 SIDEWALK, CURB AND GUTTER REPAIR/REPLACEMENT/MAINTENANCE 303,478 725,000 1,028,478 222 70940 MISCELLANEOUS REPAIR AND REPLACEMENT OF TRAFFIC SIGNALS 216,467 - 216,467 222 71830 TRAFFIC SIGNALS LIGHTING UPGRADE 175,564 50,000 225,564 222 72160 CITYWIDE TRAFFIC SIGNS 150,959 80,000 230,959 222 72220 CHANGEABLE TRAFFIC MESSAGE SIGN REPLACEMENT 20,000 - 20,000 222 72920 STRIPING REHABILITATION 148,924 - 148,924
222 77160 LOCAL ROAD SAFETY PLAN 5,019 - 5,019
222 77420 TRAFFIC SIGNAL BATTERY BACKUP SYSTEM REPLACEMENTS 112,080 100,000 212,080 222 77960 STREET LIGHT INSTALLATION 56,307 115,000 171,307 GAS TAX (2105-2106-PROP 42) FUND (222) TOTAL $1,309,512 $1,070,000 $2,379,512 MEASURE A FUND (227)
227 69220 PAVEMENT MAINTENANCE AND RESURFACING 10,885 - 10,885 227 70690 PAVEMENT MANAGEMENT STUDY 151,396 50,000 201,396 227 70730 SIDEWALK, CURB AND GUTTER REPAIR/REPLACEMENT/MAINTENANCE 17,706 200,000 217,706 City of Corona | Proposed Budget Fiscal Year 2026 Page 118 FUND

PROJECT
NO. PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
227 71830 TRAFFIC SIGNALS LIGHTING UPGRADE 252,186 - 252,186 227 72220 CHANGEABLE TRAFFIC MESSAGE SIGN REPLACEMENT 4,331 - 4,331 227 72920 STRIPING REHABILITATION 561,834 200,000 761,834 227 78170 BICYCLE MASTER PLAN UPDATE 161,594 - 161,594
MEASURE A FUND (227) TOTAL $1,159,932 $450,000 $1,609,932 PUBLIC WORKS CAPITAL GRANTS FUND (243)
243 71790 BRIDGE EVALUATION 116,799 - 116,799
243 77160 LOCAL ROAD SAFETY PLAN 48,460 - 48,460
243 78170 BICYCLE MASTER PLAN UPDATE 322,195 - 322,195
243 79360 LED STREET NAME SIGNS 197,940 - 197,940
PUBLIC WORKS CAPITAL GRANTS FUND (243) TOTAL $685,394 - $685,394 CFD 2001-1 LANDSCAPE FUND (249)
249 AUTO - 1256 CFD 2001-1 ADDITIONAL PLANTINGS - 31,500 31,500 CFD 2001-1 LANDSCAPE FUND (249) TOTAL - $31,500 $31,500 RESIDENTIAL REFUSE/RECYCLING FUND (260)
260 68340 VEHICLE PROCUREMENT 10,875 - 10,875
260 77240 SB1383 LOCAL ASSISTANCE GRANT 363,628 - 363,628 RESIDENTIAL REFUSE/RECYCLING FUND (260) TOTAL $374,503 - $374,503 DWELLING DEVELOPMENT TAX FUND (289)
289 75025 CITY OF CORONA: HOMELESS SHELTER REHABILITATION PHASE II 7,330 - 7,330 DWELLING DEVELOPMENT TAX FUND (289) TOTAL $7,330 - $7,330 AMERICAN RESCUE PLAN FUND (413)
413 76760 BUSINESS GRANTS 62,100 - 62,100
AMERICAN RESCUE PLAN FUND (413) TOTAL $62,100 - $62,100 RDA SUCCESSOR AGENCY FUND (417)
417 65810 SKYPARK OPA 101,240 402,000 503,240
417 68630 CORONA NORTH MAIN DEVELOPMENT OWNER PARTICIPATION AGREEMENT 186,756 615,500 802,256 RDA SUCCESSOR AGENCY FUND (417) TOTAL $287,995 $1,017,500 $1,305,495 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND (431)
431 67133 RESIDENTIAL REHABILITATION PROGRAM 136,173 - 136,173 431 75010 CDBG-CV PROGRAM PLANNING, ADMINISTRATION, AND MONITORING 15,375 - 15,375 431 AUTO - 1245 CITY OF CORONA: CODE COMPLIANCE - 100,000 100,000 431 AUTO - 1246 FAIR HOUSING COUNCIL OF RIVERSIDE COUNTY: FAIR HOUSING - 34,595 34,595 431 AUTO - 1247 FY 2026 CDBG PROJECTS - 130,000 130,000 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND (431) TOTAL $151,548 $264,595 $416,143 HOME INVESTMENT PARTNERSHIP PROGRAM FUND (432)
432 67133 RESIDENTIAL REHABILITATION PROGRAM 966,859 - 966,859 432 71699 COMMUNITY HOUSING DEVELOPMENT ORGANIZATION (CHDO) 294,708 - 294,708 432 75030 TENANT-BASED RENTAL ASSISTANCE 935,435 303,912 1,239,347 432 75040 AFFORDABLE / PERMANENT SUPPORTIVE HOUSING DEVELOPMENT 200,000 - 200,000 432 77720 SECOND STREET AFFORDABLE HOUSING 1,529,875 - 1,529,875 432 77730 HOME ARP ADMINISTRATION AND PLANNING 265,406 - 265,406 432 AUTO - 1249 FY 2026 COMMUNITY HOUSING DEVELOPMENT ORGANIZATION (CHDO) - 60,782 60,782 HOME INVESTMENT PARTNERSHIP PROGRAM FUND (432) TOTAL $4,192,283 $364,694 $4,556,977 SEWER CAPACITY FUND (440)
440 76330 WATER AND SEWER CAPACITY FEE STUDY 50,000 - 50,000 SEWER CAPACITY FUND (440) TOTAL $50,000 - $50,000
LMD 84-1 LIGHTING FUND (446)
446 70940 MISCELLANEOUS REPAIR AND REPLACEMENT OF TRAFFIC SIGNALS 48,554 23,153 71,707 LMD 84-1 LIGHTING FUND (446) TOTAL $48,554 $23,153 $71,707 LMD 84-2 ZONE 10 FUND (460)
460 AUTO - 1258 LMD 84-2 ZONE 10 FIELD MODIFICATION PLAN - 125,000 125,000 LMD 84-2 ZONE 10 FUND (460) TOTAL - $125,000 $125,000
LMD 84-2 ZONE 14 FUND (461)
461 AUTO - 1257 LMD 84-2 ZONE 14 ADDITIONAL TREE PLANTINGS - 10,000 10,000 LMD 84-2 ZONE 14 FUND (461) TOTAL - $10,000 $10,000
WATER CAPACITY FUND (507)
City of Corona | Proposed Budget Fiscal Year 2026 Page 119 FUND

PROJECT
NO. PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
507 76330 WATER AND SEWER CAPACITY FEE STUDY 49,855 - 49,855 WATER CAPACITY FUND (507) TOTAL $49,855 - $49,855
RECLAIMED WATER SYSTEM FUND (567)
567 68340 VEHICLE PROCUREMENT 53,457 1,926 55,383
567 69820 SCADA PANEL REPLACEMENT - 100,000 100,000
567 72310 DEVELOPMENT METERS 14,327 - 14,327
567 72740 BORDER RECLAIMED BOOSTER STATION PUMP REPLACEMENT 51,164 - 51,164 567 72750 BUSINESS PROCESS MAPPING 4,794 - 4,794
567 73040 BOOSTER STATION REHABILITATION AT VARIOUS LOCATIONS 41,450 50,000 91,450 567 73900 RECLAIMED WATERLINE INFRASTRUCTURE 69,233 61,320 130,553 567 76000 FLOW METER UPGRADE AT VARIOUS LOCATIONS 25,575 50,000 75,575 567 76280 ARC FLASH STUDY 1,108 - 1,108
567 77470 UTILITIES DEPARTMENT CONFERENCE ROOM UPGRADES 322 - 322 567 77490 WATER RECLAMATION FACILITY 1 RECLAIMED HYDROTANK AIRLINE REPLACEMENT 28,644 - 28,644 567 78440 WRCRWA NORTH PIPELINE CAPACITY PURCHASE 200,000 2,200,000 2,400,000 567 AUTO - 1019 INJECTION WELL STUDY - 60,000 60,000
RECLAIMED WATER SYSTEM FUND (567) TOTAL $490,076 $2,523,246 $3,013,322 WATER UTILITY FUND (570)
570 65310 EMERGENCY GENERATORS AT VARIOUS LOCATIONS 590,891 - 590,891 570 68340 VEHICLE PROCUREMENT 1,128,940 105,987 1,234,927 570 68680 WELL REHABILITATION AT VARIOUS LOCATIONS 558,421 450,000 1,008,421 570 69820 SCADA PANEL REPLACEMENT 332,572 - 332,572
570 69980 RESIDENTIAL TURF REMOVAL REBATE PROJECT 84,768 - 84,768 570 71870 CITYWIDE METER REPLACEMENT 58,599 100,000 158,599 570 71930 WATERLINE INFRASTRUCTURE 364,990 1,226,466 1,591,456 570 72310 DEVELOPMENT METERS 37,977 - 37,977
570 72750 BUSINESS PROCESS MAPPING 102,564 - 102,564
570 73040 BOOSTER STATION REHABILITATION AT VARIOUS LOCATIONS 1,196,140 - 1,196,140 570 73290 TEMESCAL CANYON ROAD WIDENING PROJECT, TEMESCAL VALLEY, UTILITIES RELOCATION 1,100,177 - 1,100,177 570 73930 SUSTAINABLE GROUNDWATER PLAN GRANT - 200,000 200,000 570 75060 DESALTER MEMBRANE REPLACEMENTS - 213,670 213,670 570 76000 FLOW METER UPGRADE AT VARIOUS LOCATIONS 101,942 109,305 211,247 570 76280 ARC FLASH STUDY 1,392 - 1,392
570 76290 PUBLIC SAFETY POWER SHUTOFF SOP MODIFICATIONS 156,000 - 156,000 570 76300 PAINT/COAT ABOVE GROUND WATER STORAGE TANKS 120,000 - 120,000 570 76310 WATER TANK MIXER INSTALLATIONS 278,644 140,933 419,577 570 76350 CHEMICAL TANK REPLACEMENTS 13,801 75,000 88,801 570 76590 LIBERTY AVENUE WATERLINE REPLACEMENT 151,307 - 151,307 570 77070 POTABLE WATER MP UPD PGRM EIR 500,148 - 500,148 570 77470 UTILITIES DEPARTMENT CONFERENCE ROOM UPGRADES 16,056 - 16,056 570 77510 CRESTA VERDE DROP VALVE 11,873 - 11,873
570 77520 CATHODIC PROTECTION SYSTEM PLAN FOR FACILITIES AND PIPELINE INFRASTRUCTURE 299,785 - 299,785 570 77800 GRANULAR ACTIVATED CARBON TREATMENT PLANT MEDIA REPLACEMENT 413,514 350,000 763,514 570 77980 LESTER WATER TREATMENT PLANT BACKWASH TANK PAINT 153,444 - 153,444 570 78190 SDO WTP BRACKETS/BOARD REPLACEMENT 68,528 - 68,528 570 78200 LESTER WATER TREATMENT PLANT GRAVITY THICKENER PAINT 210,344 - 210,344 570 78220 WELLS FLOOR EPOXY/PAINT 50,000 - 50,000
570 78230 LESTER WTP CHEMICAL SKID BOARD REPLACEMENT 22,542 - 22,542 570 78240 DESALTER AMMONIA PUMP REPLACEMENT 15,789 - 15,789 570 78250 BORDER POTABLE BOOSTER MCC DESIGN 124,392 - 124,392 570 78360 CARMELITA AVENUE WATER MAIN INSTALLATION 20,326 - 20,326 570 78370 RIDGEVIEW TERRACE WATER MAIN INSTALLATION 4,750 - 4,750 570 79350 COLDWATER CANYON RECHARGE STUDY 250,000 - 250,000 570 79370 TEMESCAL DESALTER CLEAN-IN-PLACE (CIP) SYSTEM OPTIMIZATION 200,000 - 200,000 570 79380 SIERRA DEL OROTREATMENT PLANT MCC 1 AND 2 DESIGN 100,000 - 100,000 570 79390 LEAD OR COPPER SERVICE LINE AUDIT 1,497,480 - 1,497,480 570 AUTO - 1023 SDOTREATMENT PLANT SURGE BASIN REHABILITATION - 100,000 100,000 570 AUTO - 1026 DESALTER AUTOMATIC TRANSFER SWITCH UPGRADE - 200,000 200,000 City of Corona | Proposed Budget Fiscal Year 2026 Page 120 FUND

PROJECT
NO. PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
570 AUTO - 1036 DRIVEWAY EXPANSION AT CRESTA VERDE BOOSTER STATION - 100,000 100,000 570 AUTO - 1039 LESTER CHEMICAL VFD UPGRADES (20 DRIVES) - 75,000 75,000 570 AUTO - 1151 DIRECT REUSE FEASIBILITY STUDY - 750,000 750,000 WATER UTILITY FUND (570) TOTAL $10,338,094 $4,196,361 $14,534,455 WATER UTILITY GRANT/AGRMT FUND (571)
571 76620 COVID-19 ARREARAGES FUNDING 1,234,280 - 1,234,280 571 76860 PRADO DAM FLOOD INUNDATION UTILITY RETROFIT 2,792 - 2,792 WATER UTILITY GRANT/AGRMT FUND (571) TOTAL $1,237,073 - $1,237,073 SEWER UTILITY FUND (572)
572 65310 EMERGENCY GENERATORS AT VARIOUS LOCATIONS 200,000 - 200,000 572 68340 VEHICLE PROCUREMENT 1,011,751 94,139 1,105,890 572 69820 SCADA PANEL REPLACEMENT 167,530 300,000 467,530 572 71950 SEWER LINE INFRASTRUCTURE 1,271,961 550,000 1,821,961 572 72750 BUSINESS PROCESS MAPPING 57,611 - 57,611
572 73940 AUTOMATIC TRANSFER SWITCH CHANGE OUTS 100,000 50,000 150,000 572 76000 FLOW METER UPGRADE AT VARIOUS LOCATIONS 225,132 50,000 275,132 572 76280 ARC FLASH STUDY 721 - 721
572 76350 CHEMICAL TANK REPLACEMENTS 161,046 - 161,046
572 77470 UTILITIES DEPARTMENT CONFERENCE ROOM UPGRADES 14,450 - 14,450 572 77580 WATER RECLAMATION FACILITY #1 B RAS ISOLATION AND CHECK VALVE REPLACEMENT 60,891 - 60,891 572 77630 SEWER MASTER PLAN UPDATE PROGRAM EIR 873,211 - 873,211 572 77640 WATER RECLAMATION FACILITY NO. 1 LEASE 4,269,310 2,000,000 6,269,310 572 77641 WRF1 LEASE ADMIN 38,413 - 38,413
572 77650 LIFT STATION WET WELL REHABILITATION 11,401 150,000 161,401 572 77820 WATER RECLAMATION FACILITY NO. 1 CHEMICAL INJECTION FLASH MIXER AND STATIC MIXER

INSTALLATION
26,672 - 26,672
572 77840 SEWER MAIN REHABILITATION AT VARIOUS LOCATIONS 464,800 500,000 964,800 572 77900 SMITH SEWER MAIN UNDER 91FW REHABILITATION 198,912 - 198,912 572 77920 RECONDITIONING OF SEWER DRYING BEDS AT WRF1 200,000 - 200,000 572 77930 HIGH MAINTENANCE SEWER PIPING REHABILITATION AT VARIOUS LOCATIONS 191,584 500,000 691,584 572 78450 WATER RECLAMATION FACILITY 1 GENERATORS & AUTOMATIC TRANSFER SWITCH GEAR

EVALUATION
35,758 - 35,758
572 78460 SEWER INFLOW AND INFILTRATION STUDY 497,120 - 497,120 572 78470 WRF1 DIGESTER MIXING PUMPS 2 AND 3 REPLACEMENTS 98,663 - 98,663 SEWER UTILITY FUND (572) TOTAL $10,176,936 $4,194,139 $14,371,075 SEWER GRANT/AGREEMENT FUND (573)
573 76620 COVID-19 ARREARAGES FUNDING 521,082 - 521,082 573 76860 PRADO DAM FLOOD INUNDATION UTILITY RETROFIT 3,181 - 3,181 SEWER GRANT/AGREEMENT FUND (573) TOTAL $524,263 - $524,263 DIRECT ACCESS ELECTRIC UTILITY FUND (576)
576 72750 BUSINESS PROCESS MAPPING 4,819 - 4,819
576 77470 UTILITIES DEPARTMENT CONFERENCE ROOM UPGRADES 397 - 397 DIRECT ACCESS ELECTRIC UTILITY FUND (576) TOTAL $5,216 - $5,216 TRANSIT SERVICES FUND (577)
577 76250 CNG COMPRESSOR REMEDIATION - 220,000 220,000
577 76530 COA - INTELLIGENT TRANSPORTATION SYSTEM FOR TRANSIT 1,300,000 - 1,300,000 577 76550 COA - DIGITAL LAND MOBILE RADIO 135,000 - 135,000 577 76560 COA - ADA ACCESSIBLE VAN 96,237 - 96,237
577 76580 COA - REPLACEMENT OF BUSES 3,294,786 - 3,294,786 577 78490 COA IMPLEMENTATION 250,000 50,000 300,000
TRANSIT SERVICES FUND (577) TOTAL $5,076,023 $270,000 $5,346,023 GREENFIELD ELECTRIC UTILITY FUND (578)
578 65750 PAD MOUNTED ENCLOSURE (PME) SWITCHES UPGRADE 224,839 50,000 274,839 578 68340 VEHICLE PROCUREMENT 117,322 520 117,842
578 69960 PLUG IN VEHICLE (PEV) READINESS PLAN 177,736 - 177,736 578 71870 CITYWIDE METER REPLACEMENT 205,908 24,000 229,908 578 72310 DEVELOPMENT METERS 59,004 - 59,004
578 72750 BUSINESS PROCESS MAPPING 15,252 - 15,252
City of Corona | Proposed Budget Fiscal Year 2026 Page 121 FUND

PROJECT
NO. PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
578 76280 ARC FLASH STUDY 40,970 - 40,970
578 76320 TRANSFORMER LIFECYCLE REPLACEMENTS AT VARIOUS LOCATIONS 527,461 100,000 627,461 578 77470 UTILITIES DEPARTMENT CONFERENCE ROOM UPGRADES 888 - 888 578 77690 CAPACITOR BANK UPGRADE 67,613 - 67,613
578 AUTO - 1148 WHOLESALE DISTRIBUTION ACCESS TARIFF BATTERY ENERGY STORAGE SYSTEM STUDY FOR

PEAK DEMAND
- 315,000 315,000
GREENFIELD ELECTRIC UTILITY FUND (578) TOTAL $1,436,993 $489,520 $1,926,513 ELECTRIC UTILITY GRANT/AGRMT FUND (579)
579 76620 COVID-19 ARREARAGES FUNDING 3,866 - 3,866
ELECTRIC UTILITY GRANT/AGRMT FUND (579) TOTAL $3,866 - $3,866 INFORMATION TECHNOLOGY FUND (681)
681 72750 BUSINESS PROCESS MAPPING 25,431 - 25,431
681 74050 ENTERPRISE POWER BACKUP AND STORAGE 974 - 974 681 76040 PENETRATION TESTING 450,952 - 450,952
681 76090 SD-WAN SOLUTION 100,000 - 100,000
681 76890 CITY HALL DATACENTER HARDWARE 71,477 - 71,477 681 77000 SECURITY SOLUTION TO IDENTIFY NEFARIOUS MOVEMENT 170,000 - 170,000 681 79060 MICROWAVE LINK FROM POLICE TO FIRE HEADQUARTERS 10,864 - 10,864 681 79080 REPLACE FIRE MICROWAVE NETWORK 450,000 - 450,000 681 79090 MICROWAVE LINK FROM CITY HALL TO WRF1 40,000 - 40,000 INFORMATION TECHNOLOGY FUND (681) TOTAL $1,319,698 - $1,319,698 FLEET OPERATIONS FUND (682)
682 76250 CNG COMPRESSOR REMEDIATION 150,000 380,000 530,000 FLEET OPERATIONS FUND (682) TOTAL $150,000 $380,000 $530,000 FLEET REPLACEMENT FUND (684)
684 68340 VEHICLE PROCUREMENT 2,671,931 91,023 2,762,954 FLEET REPLACEMENT FUND (684) TOTAL $2,671,931 $91,023 $2,762,954 GRAND TOTAL $59,823,963 $16,685,856 $76,509,819
The estimated carryover funding as listed is an estimate of the continuing appropriations at the time of printing the proposed documents. When fund balance analyses are completed by the Finance Department after the close of the prior year-end, continuing appropriations will be finalized and authorized. Although not listed above, continuing appropriations may include amounts needed for grants that extend over more than one fiscal year.

City of Corona | Proposed Budget Fiscal Year 2026 Page 122

CAPITAL IMPROVEMENT PLAN
City of Corona | Proposed Budget Fiscal Year 2026 Page 123

CAPITAL IMPROVEMENT PLAN OVERVIEW
Ten-Year Capital Improvement Plan (CIP)
The Capital Improvement Plan (CIP) identifies capital projects, the necessary public financing required, grant and other funding opportunities, as well as the on-going impact to the operating budgets. The identification of capital projects to be funded is based on multiple factors including feasibility, community enrichment, asset age, historical preservation, safety, and preventative maintenance.

Capital Improvement Projects, whether funded or not, utilize a 10-year time horizon and are developed using a prioritized implementation plan. This task is one of the key strategies identified in the City's Strategic Plan under Goal 3: Sound Infrastructure.

A CIP is defined as a: "Long-term investment of funds to improve, repair, replace, or construct an asset, facility, or public infrastructure." Additionally, the following criteria must be met in order for a project to be included in the CIP.

Budget Threshold: $50,000
Asset Lifespan: 5+ Years
Construction Projects: Included
Purchase of Major Equipment/Assets: Included
If purchase and installation of parts extends the lifespan of a system.

Development of Studies/Plans: Not Included
Routine Maintenance: Included
If major maintenance or rehab projects extend the lifespan of an asset Prioritization scoring guidelines were developed for each project to be scored on a 100-point scale based on the primary functions the project serves. Projects that score 70 points and above are considered Tier I projects to be implemented in years 1-3 of the CIP; projects scoring 35-69 are Tier II projects to be implemented in years 4-6 of the CIP; and projects scoring 0-34 are Tier II projects to be implemented in years 7-10 of the CIP.

The CIP program provides clarity and structure to ensure the City is investing wisely in capital projects and its public infrastructure is well-maintained for current and future generations.

Projects are classified into the following categories:

Facilities, Parks & Open Space Streets, Traffic & Storm Drains Technology & Communications Utilities
Funding by Program
The Capital Improvement Plan (CIP) is a comprehensive list of numerous projects across the organization. Specifically, the Fiscal Year 2026 budget recommends a total investment of $33.6 million across four (4) categories. Facilities, Parks & Open Space; Streets, Traffic & Storm Drains; Technology & Communications; and Utilities. The largest dollar category is Utilities, which includes projects such as the Potable Waterline Replacement Projects (Project #1, #2 and #3), Water Reclamation Facility #2 Equalization Basin Replacement, WRCRWA Booster Pump Station, Digester Equipment Rehabilitation and Electrical Upgrade, and Electrical Cable Upgrades Project. The second-largest dollar category is Streets, Traffic & Storm Drains with projects such as the Citywide Street Pavement Rehabilitation (2025), Advanced Traffic Management System (ATMS) Phase III & Mater Plan Update, Citywide ADA and Sidewalk Improvements, Dynamic Message Sign Retrofit, and Ontario Ave Widening at Lincoln Avenue.

New CIP funding for Fiscal Year 2026 totals $33,551,845 in the categories shown in the following table.

City of Corona | Proposed Budget Fiscal Year 2026 Page 124

PROJECT CATEGORY

ESTIMATED

CARRYOVER
FUNDING FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
FY 2031
-
FY 2035
TOTAL

FUNDING
Facilities, Parks & Open Space 51,205,308 3,987,802 1,975,000 1,500,000 1,527,000 1,971,000 24,900,000 87,066,110 Streets, Traffic & Storm Drains 149,746,773 13,914,043 11,669,000 11,780,000 12,326,000 12,392,000 74,899,814 286,727,630 Technology & Communications 5,739,803 585,000 560,000 360,000 360,000 - - 7,604,803 Utilities 80,477,755 15,065,000 77,796,453 18,500,000 9,000,000 11,500,000 108,447,053 320,786,261 TOTAL $287,169,639 $33,551,845 $92,000,453 $32,140,000 $23,213,000 $25,863,000 $208,246,867 $702,184,804 Funding by Funding Source
The City utilizes multiple funding sources for its CIP program, including those that are legislatively set aside and committed to specific capital improvement projects, as well as other sources such as the General Fund and utility rates. The following is a summary of funding (in millions) for Fiscal Year 2026 and beyond.

FUND TYPE / FUND NAME

ESTIMATED

CARRYOVER
FUNDING FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
FY 2031
-
FY2035
TOTAL

FUNDING

GENERAL FUND
110 - GENERAL FUND 12,563,085 475,000 - - - - 1,000,000 14,038,085 120 - MEASURE X FUND 30,775,456 4,142,802 3,835,000 3,960,000 3,987,000 4,071,000 34,400,000 85,171,258 GENERAL FUND TOTAL 43,338,541 4,617,802 3,835,000 3,960,000 3,987,000 4,071,000 35,400,000 99,209,343

SPECIAL REVENUE FUND
211 - STREET AND TRAFFIC SIGNALS FUND 8,506,146 1,035,000 - - 300,000 - - 9,841,146 212 - DRAINAGE FEE FUND 1,551,469 - - - - - - 1,551,469 216 - AQUATICS CENTER FUND 84,480 - - - - - - 84,480
217 - PARKS AND OPEN SPACE FUND 1,282,944 - - - - - - 1,282,944 218 - CORONA MALL BUSINESS IMPROVEMENT DISTRICT
FUND
163,995 - - - - - - 163,995
221 - RMRA FUND 9,633,260 3,955,800 - - - - 23,046,160 36,635,220 222 - GAS TAX (2105-2106-PROP 42) FUND 1,757,565 350,000 - - - - - 2,107,565 224 - RIDESHARE -TRIP REDUCTION FUND 59,684 - - - - - - 59,684 227 - MEASURE A FUND 15,521,131 5,810,000 5,569,000 5,680,000 5,794,000 5,910,000 27,089,654 71,373,785 261 - SOUTH CORONA MAJOR THOROUGHFARES FUND 45,660 - - - - - - 45,660 274 - SOUTH CORONA LANDSCAPING FUND 1,200,726 - - - - - - 1,200,726 289 - DWELLING DEVELOPMENT TAX FUND - 830,000 - - - - - 830,000 413 - AMERICAN RESCUE PLAN FUND 11,240,453 - - - - - - 11,240,453 460 - LMD 84-2 ZONE 10 FUND 6,962 300,000 600,000 - - - - 906,962 470 - LMD 84-2 ZONE 20 FUND - 750,000 - - - - - 750,000 SPECIAL REVENUE FUND TOTAL 51,054,473 13,030,800 6,169,000 5,680,000 6,094,000 5,910,000 50,135,814 138,074,087

CAPITAL PROJECT FUND
243 - PUBLIC WORKS CAPITAL GRANTS FUND 74,634,211 - - - - - - 74,634,211 245 - COUNTY SERVICE AREA 152 (NPDES) FUND 349,465 - - - 132,000 132,000 264,000 877,465 431 - COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG)
FUND
529,285 613,243 - - - - - 1,142,528
479 - TUMF - WRCOG FUND 17,226,869 - - - - - - 17,226,869 480 - REIMBURSEMENT GRANTS FUND 4,366,775 - - - - - - 4,366,775 CAPITAL PROJECT FUND TOTAL 97,106,605 613,243 - - 132,000 132,000 264,000 98,247,848

ENTERPRISE FUND
275 - AIRPORT FUND 628,956 - - - - - - 628,956
440 - SEWER CAPACITY FUND 5,004,022 - - - - - - 5,004,022 507 - WATER CAPACITY FUND 2,282,148 - 14,500,000 - - - 2,995,000 19,777,148 567 - RECLAIMED WATER SYSTEM FUND 2,947,737 2,500,000 3,511,453 - - - - 8,959,190 570 - WATER UTILITY FUND 30,071,600 5,475,000 22,565,000 14,500,000 8,250,000 11,500,000 79,337,592 171,699,192 571 - WATER UTILITY GRANT/AGRMT FUND 5,707,293 - - - - - - 5,707,293 572 - SEWER UTILITY FUND 33,400,952 6,250,000 37,220,000 4,000,000 - - 25,364,461 106,235,413 573 - SEWER GRANT/AGREEMENT FUND 24,348 - - - - - - 24,348 576 - DIRECT ACCESS ELECTRIC UTILITY FUND 8,324 - - - - - - 8,324 577 - TRANSIT SERVICES FUND 13,225,616 - - - - - - 13,225,616 578 - GREENFIELD ELECTRIC UTILITY FUND 346,966 840,000 - - 750,000 - 750,000 2,686,966 ENTERPRISE FUND TOTAL 93,647,961 15,065,000 77,796,453 18,500,000 9,000,000 11,500,000 108,447,053 333,956,467 City of Corona | Proposed Budget Fiscal Year 2026 Page 125

FUND TYPE / FUND NAME

ESTIMATED

CARRYOVER
FUNDING FY 2026 FY 2027 FY 2028 FY 2029 FY 2030
FY 2031
-
FY2035
TOTAL

FUNDING

INTERNAL SERVICE FUND
681 - INFORMATION TECHNOLOGY FUND 2,021,595 225,000 200,000 - - - - 2,446,595 682 - FLEET OPERATIONS FUND 464 - - - - - - 464
INTERNAL SERVICE FUND TOTAL 2,022,059 225,000 200,000 - - - - 2,447,059

UNFUNDED
999 - UNFUNDED PROJECTS - - 4,000,000 4,000,000 4,000,000 4,250,000 14,000,000 30,250,000 UNFUNDED TOTAL - - 4,000,000 4,000,000 4,000,000 4,250,000 14,000,000 30,250,000 GRAND TOTAL $ 287,169,639 $ 33,551,845 $ 92,000,453 $ 32,140,000 $ 23,213,000 $ 25,863,000 $ 208,246,867 $ 702,184,804 Ten-Year History
The chart below provides a snapshot of the City’s Capital Improvement Budget over a ten-year period. ($)
Capital Improvement Budget Over the Past Decade
$51.1
$39.1
$34.4
$43.8 $43.0
$63.2
$61.0 $61.1
$55.8
$33.6
Millions
FY 2017 Adopted
FY 2018 Adopted
FY 2019 Adopted
FY 2020 Adopted
FY 2021 Adopted
FY 2022 Adopted
FY 2023 Adopted
FY 2024 Adopted
FY 2025 Adopted
FY 2026 Proposed
0 10
20 30
40 50
60 70
City of Corona | Proposed Budget Fiscal Year 2026 Page 126 Significant Capital Improvements
The following project summaries describe a few of the significant capital improvement projects proposed for Fiscal Year 2026.

City of Corona | Proposed Budget Fiscal Year 2026 Page 127 City of Corona | Proposed Budget Fiscal Year 2026 Page 128 City of Corona | Proposed Budget Fiscal Year 2026 Page 129 City of Corona | Proposed Budget Fiscal Year 2026 Page 130 Schedule of Estimated Carryover Funding and New Funding, by Fund FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
GENERAL FUND (110)
110 FC-2020-01 FC CITYWIDE ADA IMPROVEMENTS AT PARKS 1,968,711 - 1,968,711 110 FC-2022-02 FC LIBRARY HVAC PNEUMATIC CONTROLS 82,152 - 82,152 110 FC-2022-04 FC CITY FIRE STATIONS CAPITAL IMPROVEMENTS 88,324 - 88,324 110 FC-2022-05 FC LIBRARY FACILITIES CAPITAL IMPROVEMENTS 311,888 - 311,888 110 FC-2022-10 FC POLICE DEPARTMENT FACILITY IMPROVEMENTS 8,333 - 8,333 110 FC-2022-11 FC CDBG PUBLIC FACILITIES AND INFRASTRUCTURE IMPROVEMENTS (SENIOR CENTER) 36,327 - 36,327 110 FC-2022-20 FC FIRE STATION #2 REBUILD 1,508,856 - 1,508,856 110 FC-2022-21 FC SKYLINE TRAIL ACCESS BRIDGE 566,245 - 566,245 110 FC-2023-01 FC AUBURNDALE AMENITIES IMPROVEMENTS 383,451 - 383,451 110 FC-2023-10 FC CORONA INNOVATION CENTER 72,964 - 72,964 110 FC-2024-06 FC EMERGENCY MEDICAL SERVICES SKILLS LAB TENANT IMPROVEMENTS 85,787 - 85,787 110 FC-2025-06 FC EMERGENCY OPERATIONS CENTER PHASE 2 UPGRADE 22,138 - 22,138 110 FC-2025-21 FC DRONE AS A FIRST RESPONDER PROGRAM (DFR) INFRASTRUCTURE UPGRADES 100,000 - 100,000 110 FC-2026-06 FC PROMENADE PARK MUSCO LIGHTING - 475,000 475,000 110 ST-2014-01 ST GILBERT AVENUE PUBLIC IMPROVEMENTS 10,842 - 10,842 110 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 438,130 - 438,130 110 ST-2016-01 ST CAJALCO / I-15 INTERCHANGE IMPROVEMENTS 721 - 721 110 ST-2016-02 ST CITYWIDE ALLEY IMPROVEMENTS 1,999,441 - 1,999,441 110 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 47,315 - 47,315 110 ST-2022-02 ST 6TH STREET BEAUTIFICATION AND REVITALIZATION 111,901 - 111,901 110 ST-2022-03 ST CITYWIDE TRAFFIC SIGNAL OPTIMIZATION 1,573,580 - 1,573,580 110 ST-2024-04 ST SANTA ANA RIVER TRAIL 55,412 - 55,412 110 TC-2014-01 TC CITYWIDE UNIFIED CAMERA PROJECT 39,243 - 39,243 110 TC-2016-01 TC EMERGENCY 911 PHONE SYSTEM REPLACEMENT 3,673 - 3,673 110 TC-2016-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE II 5,726 - 5,726 110 TC-2016-03 TC CITY HALL SECURITY IMPROVEMENTS 18,535 - 18,535 110 TC-2017-02 TC POLICE CAD/RMS SYSTEM 419,322 - 419,322 110 TC-2020-02 TC EMERGENCY OPERATIONS CENTER UPGRADE 22,501 - 22,501 110 TC-2022-01 TC COMMUNICATIONS STUDIO AT CITY HALL 250,000 - 250,000 110 TC-2022-02 TC CITY BROADCAST SYSTEM OVERHAUL 100,000 - 100,000 110 TC-2023-01 TC NEW VHF RADIO SIMULCAST AND BACKHAUL SYSTEM 1,794,742 - 1,794,742 110 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 436,826 - 436,826 GENERAL FUND (110) TOTAL $12,563,085 $475,000 $13,038,085 MEASURE X FUND (120)
120 FC-2021-02 FC PD MAIN STATION HVAC AUTOMATION UPGRADE 70,300 - 70,300 120 FC-2022-02 FC LIBRARY HVAC PNEUMATIC CONTROLS - 250,000 250,000 120 FC-2022-04 FC CITY FIRE STATIONS CAPITAL IMPROVEMENTS 22,310 - 22,310 120 FC-2022-05 FC LIBRARY FACILITIES CAPITAL IMPROVEMENTS - 50,000 50,000 120 FC-2022-08 FC HISTORIC CIVIC CENTER FACILITY CAPITAL IMPROVEMENTS 6,767 - 6,767 120 FC-2022-10 FC POLICE DEPARTMENT FACILITY IMPROVEMENTS 3,689 45,000 48,689 120 FC-2022-20 FC FIRE STATION #2 REBUILD 4,846,872 - 4,846,872 120 FC-2022-24 FC PD WROUGHT IRON FENCE AT SOUTH PERIMETER PARKING 36,200 - 36,200 120 FC-2023-01 FC AUBURNDALE AMENITIES IMPROVEMENTS 576,220 - 576,220 120 FC-2023-04 FC SHADE INSTALLATION AT PARK PLAYGROUNDS 881,314 - 881,314 120 FC-2023-06 FC CITY HALL VETERANS MEMORIAL IMPROVEMENTS 625,937 - 625,937 120 FC-2023-07 FC HISTORIC CIVIC CENTER FOUNTAIN AND SIGN 207,000 - 207,000 120 FC-2023-09 FC OLD PD BUILDING DEMOLITION 1,134,190 - 1,134,190 120 FC-2024-01 FC POLICE DEPARTMENT HVAC SYSTEM 100,000 - 100,000 120 FC-2024-02 FC GRIND AND OVERLAY OF POLICE TRAINING CENTER ASPHALT 60,000 - 60,000 120 FC-2024-03 FC POLICE DEPARTMENT LOCKER ROOM/FACILITY EXPANSION 20,000 - 20,000 120 FC-2024-04 FC DOWNTOWN PLACEMAKING AND WAYFINDING SIGNAGE 1,060,000 - 1,060,000 120 FC-2024-05 FC PARK PLAYGROUND REPLACEMENTS 1,795,041 - 1,795,041 120 FC-2024-07 FC CITY PARK REVITALIZATION 8,404,472 - 8,404,472 120 FC-2025-01 FC CITY HALL CARPET REPLACEMENT 1,050,000 - 1,050,000 120 FC-2025-02 FC ANIMAL CONTROL FIRE ALARM SYSTEM 30,000 - 30,000 City of Corona | Proposed Budget Fiscal Year 2026 Page 131 FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
120 FC-2025-07 FC FIRE HQ BATHROOMS 105,050 - 105,050
120 FC-2025-09 FC LIBRARY CARPET REPLACEMENT 600,000 - 600,000 120 FC-2025-10 FC PROMENADE PARK 1,044,865 - 1,044,865
120 FC-2025-11 FC REAL-TIME INTELLIGENCE CENTER - EQUIPMENT 52,417 - 52,417 120 FC-2025-16 FC SKYLINE TRAIL AMENITIES 13,199 - 13,199 120 FC-2025-17 FC TRAINING CENTER UPGRADES 60,000 - 60,000 120 FC-2025-19 FC WAYFINDING PLAN/PROGRAM 70,000 - 70,000 120 FC-2026-02 FC RIVER ROAD PARK - 550,000 550,000
120 FC-2026-05 FC PICKLEBALL FACILITY - 1,097,802 1,097,802 120 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 923,967 - 923,967 120 ST-2016-02 ST CITYWIDE ALLEY IMPROVEMENTS 423,846 - 423,846 120 ST-2023-03 ST CITY OF CORONA GREEN ALLEYS 2,823,378 - 2,823,378 120 ST-2025-05 ST CITYWIDE ADA AND SIDEWALK IMPROVEMENTS 1,348,150 - 1,348,150 120 ST-2025-07 ST SOUTH MALL PARKING LOT REHABILITATION 531,312 - 531,312 120 ST-2025-09 ST ZERO EMISSION VEHICLE CHARGING INFRASTRUCTURE 74,321 - 74,321 120 ST-2025-10 ST FREEWAY OVERPASS SIGN REPLACEMENT AND INSTALLATION 47,282 - 47,282 120 ST-2025-26 ST CITYWIDE STREET PAVEMENT REHABILITATION (2025) 627,422 2,150,000 2,777,422 120 TC-2016-01 TC EMERGENCY 911 PHONE SYSTEM REPLACEMENT 696,952 - 696,952 120 TC-2022-01 TC COMMUNICATIONS STUDIO AT CITY HALL 103,886 - 103,886 120 TC-2022-02 TC CITY BROADCAST SYSTEM OVERHAUL 66,298 - 66,298 120 TC-2023-01 TC NEW VHF RADIO SIMULCAST AND BACKHAUL SYSTEM 57,783 - 57,783 120 TC-2025-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE III 175,016 - 175,016 MEASURE X FUND (120) TOTAL $30,775,456 $4,142,802 $34,918,258 STREET AND TRAFFIC SIGNALS FUND (211)
211 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 1,289,321 - 1,289,321 211 ST-2017-01 ST ADVANCED TRAFFIC MANAGEMENT SYSTEM PHASE III & MASTER PLAN UPDATE 4,090,347 800,000 4,890,347 211 ST-2017-02 ST TRAFFIC SIGNAL INSTALLATION AT AUTO CENTER DRIVE / METROLINK STATION 100,000 - 100,000 211 ST-2017-03 ST TRAFFIC SIGNAL MAINTENANCE FACILITY 130,000 - 130,000 211 ST-2017-04 ST ONTARIO AVENUE/I15 MULTIMODAL CORRIDOR ENHANCEMENT 356,837 - 356,837 211 ST-2019-02 ST TRAFFIC SIGNAL INSTALLATION AT BEDFORD CANYON / GEORGETOWN 100,000 - 100,000 211 ST-2021-02 ST TRAFFIC SIGNAL AT MASTERS DRIVE / CALIFORNIA AVENUE 871,364 - 871,364 211 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 968,276 135,000 1,103,276 211 ST-2022-01 ST CITYWIDE ADA CURB RAMP IMPROVEMENTS 350,000 - 350,000 211 ST-2025-01 ST TRAFFIC SIGNALS ON PROMENADE AVENUE EAST OF MCKINLEY STREET 250,000 100,000 350,000 STREET AND TRAFFIC SIGNALS FUND (211) TOTAL $8,506,146 $1,035,000 $9,541,146 DRAINAGE FEE FUND (212)
212 ST-2012-03 ST CHASE DRIVE IMPROVEMENTS - PHASE III 90,906 - 90,906 212 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 394,133 - 394,133 212 ST-2023-01 ST EAST GRAND BOULEVARD STORM DRAIN CONSTRUCTION 561,181 - 561,181 212 ST-2023-02 ST WEST RINCON STREET IMPROVEMENTS 505,249 - 505,249 DRAINAGE FEE FUND (212) TOTAL $1,551,469 - $1,551,469
AQUATICS CENTER FUND (216)
216 FC-2022-06 FC AQUATIC IMPROVEMENTS AT AUBURNDALE POOL 84,480 - 84,480 AQUATICS CENTER FUND (216) TOTAL $84,480 - $84,480
PARKS AND OPEN SPACE FUND (217)
217 FC-2022-21 FC SKYLINE TRAIL ACCESS BRIDGE 24,340 - 24,340 217 FC-2023-01 FC AUBURNDALE AMENITIES IMPROVEMENTS 571,292 - 571,292 217 FC-2023-04 FC SHADE INSTALLATION AT PARK PLAYGROUNDS 8,896 - 8,896 217 FC-2023-12 FC COMMUNITY FACILITIES & INFRASTRUCTURE PHASE I - VICTORIA PARK SPLASH PAD 378,415 - 378,415 217 FC-2025-18 FC WARDLOW CANYON TRAIL CENTRAL/SOUTH 300,000 - 300,000 PARKS AND OPEN SPACE FUND (217) TOTAL $1,282,944 - $1,282,944 CORONA MALL BUSINESS IMPROVEMENT DISTRICT FUND (218)
218 ST-2022-02 ST 6TH STREET BEAUTIFICATION AND REVITALIZATION 163,995 - 163,995 CORONA MALL BUSINESS IMPROVEMENT DISTRICT FUND (218) TOTAL $163,995 - $163,995 RMRA FUND (221)
221 ST-2021-01 ST CITYWIDE STREET PAVEMENT REHABILITATION 5,633,821 - 5,633,821 221 ST-2025-26 ST CITYWIDE STREET PAVEMENT REHABILITATION (2025) 3,999,439 3,955,800 7,955,239 RMRA FUND (221) TOTAL $9,633,260 $3,955,800 $13,589,060 City of Corona | Proposed Budget Fiscal Year 2026 Page 132 FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
GAS TAX (2105-2106-PROP 42) FUND (222)
222 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 10,512 - 10,512 222 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 50,091 - 50,091 222 ST-2017-02 ST TRAFFIC SIGNAL INSTALLATION AT AUTO CENTER DRIVE / METROLINK STATION 144,444 - 144,444 222 ST-2017-05 ST FOOTHILL PARKWAY WESTERLY EXTENSION 270,746 - 270,746 222 ST-2019-01 ST BUTTERFIELD DRIVE ROAD RELOCATION 88,819 - 88,819 222 ST-2019-02 ST TRAFFIC SIGNAL INSTALLATION AT BEDFORD CANYON / GEORGETOWN 142,953 - 142,953 222 ST-2023-04 ST CITYWIDE DYNAMIC MESSAGE SIGN RETROFIT 450,000 250,000 700,000 222 ST-2023-05 ST CITYWIDE TRAFFIC SIGNAL MODIFICATIONS 600,000 - 600,000 222 ST-2026-01 ST HIDDEN PARKWAY MEDIAN DESIGN - 100,000 100,000 GAS TAX (2105-2106-PROP 42) FUND (222) TOTAL $1,757,565 $350,000 $2,107,565 RIDESHARE -TRIP REDUCTION FUND (224)
224 ST-2022-04 ST SIDEWALK GAP CLOSURE AT CHASE DRIVE & SMITH AVENUE 59,684 - 59,684 RIDESHARE -TRIP REDUCTION FUND (224) TOTAL $59,684 - $59,684 MEASURE A FUND (227)
227 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 115,051 - 115,051 227 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 1,973,049 - 1,973,049 227 ST-2017-04 ST ONTARIO AVENUE/I15 MULTIMODAL CORRIDOR ENHANCEMENT 1,709,988 - 1,709,988 227 ST-2019-01 ST BUTTERFIELD DRIVE ROAD RELOCATION 1,396,891 - 1,396,891 227 ST-2021-01 ST CITYWIDE STREET PAVEMENT REHABILITATION 52,562 - 52,562 227 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 1,080,890 - 1,080,890 227 ST-2022-02 ST 6TH STREET BEAUTIFICATION AND REVITALIZATION 572,393 - 572,393 227 ST-2023-01 ST EAST GRAND BOULEVARD STORM DRAIN CONSTRUCTION 485,552 - 485,552 227 ST-2025-26 ST CITYWIDE STREET PAVEMENT REHABILITATION (2025) 7,944,754 5,810,000 13,754,754 227 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 190,000 - 190,000 MEASURE A FUND (227) TOTAL $15,521,131 $5,810,000 $21,331,131 PUBLIC WORKS CAPITAL GRANTS FUND (243)
243 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 21,819,471 - 21,819,471 243 ST-2015-01 ST MAGNOLIA AVENUE BRIDGE AND ROADWAY WIDENING 2,008,498 - 2,008,498 243 ST-2016-01 ST CAJALCO / I-15 INTERCHANGE IMPROVEMENTS 3,239,994 - 3,239,994 243 ST-2017-02 ST TRAFFIC SIGNAL INSTALLATION AT AUTO CENTER DRIVE / METROLINK STATION 235,685 - 235,685 243 ST-2017-04 ST ONTARIO AVENUE/I15 MULTIMODAL CORRIDOR ENHANCEMENT 11,251,743 - 11,251,743 243 ST-2019-02 ST TRAFFIC SIGNAL INSTALLATION AT BEDFORD CANYON / GEORGETOWN 430,361 - 430,361 243 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 1,885,358 - 1,885,358 243 ST-2022-04 ST SIDEWALK GAP CLOSURE AT CHASE DRIVE & SMITH AVENUE 330,970 - 330,970 243 ST-2022-05 ST RADIO ROAD RAILROAD GRADE CROSSING IMPROVEMENTS 3,236,921 - 3,236,921 243 ST-2023-01 ST EAST GRAND BOULEVARD STORM DRAIN CONSTRUCTION 4,108,563 - 4,108,563 243 ST-2023-03 ST CITY OF CORONA GREEN ALLEYS 1,221,976 - 1,221,976 243 ST-2023-06 ST CITYWIDE STORM DRAIN CATCH BASIN FILTERS 999,546 - 999,546 243 ST-2024-01 ST SOUTH JOY STREET STORM DRAIN CONSTRUCTION 2,729,267 - 2,729,267 243 ST-2024-02 ST SOUTH VICTORIA AVENUE STORM DRAIN CONSTRUCTION 2,858,770 - 2,858,770 243 ST-2024-03 ST CORONA DRAIN LINE 9A CONSTRUCTION 7,417,874 - 7,417,874 243 ST-2025-02 ST CORONA SOUTH MAIN STREET STORM DRAIN 3,810,000 - 3,810,000 243 ST-2025-03 ST CORONA MDP LINE 5 3,508,124 - 3,508,124 243 ST-2025-04 ST NORTH MAIN STREET CHANNEL 3,541,091 - 3,541,091 PUBLIC WORKS CAPITAL GRANTS FUND (243) TOTAL $74,634,211 - $74,634,211 COUNTY SERVICE AREA 152 (NPDES) FUND (245)
245 ST-2023-06 ST CITYWIDE STORM DRAIN CATCH BASIN FILTERS 349,465 - 349,465 COUNTY SERVICE AREA 152 (NPDES) FUND (245) TOTAL $349,465 - $349,465 SOUTH CORONA MAJOR THOROUGHFARES FUND (261)
261 ST-2017-05 ST FOOTHILL PARKWAY WESTERLY EXTENSION 45,660 - 45,660 SOUTH CORONA MAJOR THOROUGHFARES FUND (261) TOTAL $45,660 - $45,660 SOUTH CORONA LANDSCAPING FUND (274)
274 ST-2021-03 ST ONTARIO AVENUE WIDENING AT LINCOLN AVENUE 1,200,726 - 1,200,726 SOUTH CORONA LANDSCAPING FUND (274) TOTAL $1,200,726 - $1,200,726 AIRPORT FUND (275)
275 FC-2022-25 FC AIRPORT HELIPAD IMPROVEMENTS 50,000 - 50,000 275 FC-2022-26 FC AIRPORT SECURITY MEASURES 200,000 - 200,000 City of Corona | Proposed Budget Fiscal Year 2026 Page 133 FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
275 ST-2021-01 ST CITYWIDE STREET PAVEMENT REHABILITATION 378,956 - 378,956 AIRPORT FUND (275) TOTAL $628,956 - $628,956
DWELLING DEVELOPMENT TAX FUND (289)
289 FC-2025-16 FC SKYLINE TRAIL AMENITIES - 470,000 470,000 289 TC-2025-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE III - 360,000 360,000 DWELLING DEVELOPMENT TAX FUND (289) TOTAL - $830,000 $830,000 AMERICAN RESCUE PLAN FUND (413)
413 FC-2022-20 FC FIRE STATION #2 REBUILD 2,761,041 - 2,761,041 413 FC-2023-09 FC OLD PD BUILDING DEMOLITION 608,796 - 608,796 413 ST-2022-03 ST CITYWIDE TRAFFIC SIGNAL OPTIMIZATION 3,619,641 - 3,619,641 413 ST-2025-07 ST SOUTH MALL PARKING LOT REHABILITATION 4,250,976 - 4,250,976 AMERICAN RESCUE PLAN FUND (413) TOTAL $11,240,453 - $11,240,453 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND (431)
431 FC-2022-11 FC CDBG PUBLIC FACILITIES AND INFRASTRUCTURE IMPROVEMENTS (SENIOR CENTER) 10,565 - 10,565 431 FC-2023-12 FC COMMUNITY FACILITIES & INFRASTRUCTURE PHASE I - VICTORIA PARK SPLASH PAD 113,350 - 113,350 431 FC-2024-08 FC COMMUNITY FACILITIES & INFRASTRUCTURE PHASE II - SHERIDAN PARK

PLAYGROUND
405,370 - 405,370
431 ST-2025-05 ST CITYWIDE ADA AND SIDEWALK IMPROVEMENTS - 613,243 613,243 COMMUNITY DEVELOPMENT BLOCK GRANT (CDBG) FUND (431) TOTAL $529,285 $613,243 $1,142,528 SEWER CAPACITY FUND (440)
440 UT-2015-01 UT SIERRA DEL ORO LIFT STATION AND PIPELINES 3,098,400 - 3,098,400 440 UT-2020-02 UT GALLOWAY LANE SEWER EXTENSION 483,707 - 483,707 440 UT-2021-14 UT RUDELL ROAD SEWER EXTENSION 1,421,914 - 1,421,914 SEWER CAPACITY FUND (440) TOTAL $5,004,022 - $5,004,022 LMD 84-2 ZONE 10 FUND (460)
460 FC-2020-02 FC LMD 84-2, ZONE 10 SLOPE IMPROVEMENT/STABILIZATION 6,962 - 6,962 460 FC-2026-03 FC MONTANA RANCH SLOPE REPAIRS - 300,000 300,000 LMD 84-2 ZONE 10 FUND (460) TOTAL $6,962 $300,000 $306,962 LMD 84-2 ZONE 20 FUND (470)
470 FC-2026-04 FC LMD 84-2, ZONE 20 LANDSCAPE ENHANCEMENTS - 750,000 750,000 LMD 84-2 ZONE 20 FUND (470) TOTAL - $750,000 $750,000
TUMF - WRCOG FUND (479)
479 ST-2012-01 ST MCKINLEY STREET GRADE SEPARATION 11,066,869 - 11,066,869 479 ST-2017-04 ST ONTARIO AVENUE/I15 MULTIMODAL CORRIDOR ENHANCEMENT 6,160,000 - 6,160,000 TUMF - WRCOG FUND (479) TOTAL $17,226,869 - $17,226,869 REIMBURSEMENT GRANTS FUND (480)
480 FC-2023-10 FC CORONA INNOVATION CENTER 2,437,500 - 2,437,500 480 FC-2023-11 FC GRIFFIN PARK ENHANCEMENTS PHASE II 1,907,667 - 1,907,667 480 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 21,609 - 21,609 REIMBURSEMENT GRANTS FUND (480) TOTAL $4,366,775 - $4,366,775 WATER CAPACITY FUND (507)
507 UT-2016-01 UT WATER STORAGE TANK IN 1380-ZONE 2,082,148 - 2,082,148 507 UT-2024-01 UT BOOSTER PUMP STATION IN 1220-ZONE 200,000 - 200,000 WATER CAPACITY FUND (507) TOTAL $2,282,148 - $2,282,148 RECLAIMED WATER SYSTEM FUND (567)
567 UT-2015-06 UT OLD TEMESCAL ROAD RECLAIMED WATERLINE 4,121 - 4,121 567 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 19,488 - 19,488 567 UT-2022-03 UT CITYWIDE AMI METER REPLACEMENT 367,641 - 367,641 567 UT-2023-03 UT WRCRWA FLOW CONTROL IMPROVEMENTS (XVI) 370,659 - 370,659 567 UT-2023-04 UT WRCRWA BOOSTER PUMP STATION 2,085,828 2,500,000 4,585,828 567 UT-2025-11 UT WATER RECLAMATION FACILITY #1 RECLAIMED HYDROTANK COMPRESSORS 100,000 - 100,000 RECLAIMED WATER SYSTEM FUND (567) TOTAL $2,947,737 $2,500,000 $5,447,737 WATER UTILITY FUND (570)
570 TC-2016-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE II 10,523 - 10,523 570 UT-2013-02 UT LESTER POST DISINFECTION STATION 1,411,585 - 1,411,585 570 UT-2013-03 UT REPIPE WELL 14 1,893,048 - 1,893,048
570 UT-2013-04 UT WELL 15 RELOCATION 400,000 - 400,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 134 FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
570 UT-2013-05 UT COMMON WELL 22 UPGRADES 73,790 - 73,790 570 UT-2015-02 UT ARCADIA/MINNESOTA WATERLINE REPLACEMENT 1,791,456 - 1,791,456 570 UT-2016-02 UT DOWNTOWN SIXTH STREET WATERLINE REPLACEMENT 992,316 - 992,316 570 UT-2016-03 UT GRAND QUAD WATERLINE REPLACEMENT 993,684 - 993,684 570 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 27,199 - 27,199 570 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 177,335 - 177,335 570 UT-2022-03 UT CITYWIDE AMI METER REPLACEMENT 20,603,961 - 20,603,961 570 UT-2023-06 UT DESALTER SURGE ANTICIPATOR 430,979 - 430,979 570 UT-2023-15 UT GLEN IVY WATER TREATMENT PLANT 99,827 - 99,827 570 UT-2023-17 UT GLEN IVY RADIO COMMUNICATIONS TOWER 249,639 - 249,639 570 UT-2024-05 UT TEMESCAL VALLEY WATER DISTRICT METER INSTALLATION 150,000 - 150,000 570 UT-2024-07 UT SIERRA DEL ORO GENERATOR REPLACEMENT 150,000 150,000 300,000 570 UT-2024-08 UT LESTER FILTERS DIFFERENTIAL PRESSURE CELL REPLACEMENT 41,526 - 41,526 570 UT-2024-10 UT PFAS AND 1, 2, 3-TCP REMEDIATION 196,042 - 196,042 570 UT-2025-02 UT POTABLE WATERLINE REPLACEMENT PROJECT #1 - 1,250,000 1,250,000 570 UT-2025-03 UT POTABLE WATERLINE REPLACEMENT PROJECT #2 - 1,750,000 1,750,000 570 UT-2025-04 UT POTABLE WATERLINE REPLACEMENT PROJECT #3 - 2,250,000 2,250,000 570 UT-2025-07 UT HYDRO-PNEUMATIC TANK REPLACEMENTS 100,000 - 100,000 570 UT-2025-08 UT REPLACE DESALTER MOTORIZED OPERATING VALVES 278,690 - 278,690 570 UT-2026-03 UT SDOTREATMENT PLANT MCC 1 AND 2 DESIGN/REPLACEMENT - 75,000 75,000 WATER UTILITY FUND (570) TOTAL $30,071,600 $5,475,000 $35,546,600 WATER UTILITY GRANT/AGRMT FUND (571)
571 UT-2015-06 UT OLD TEMESCAL ROAD RECLAIMED WATERLINE 998,584 - 998,584 571 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 18,842 - 18,842 571 UT-2022-03 UT CITYWIDE AMI METER REPLACEMENT 2,000,000 - 2,000,000 571 UT-2023-03 UT WRCRWA FLOW CONTROL IMPROVEMENTS (XVI) 2,689,867 - 2,689,867 WATER UTILITY GRANT/AGRMT FUND (571) TOTAL $5,707,293 - $5,707,293 SEWER UTILITY FUND (572)
572 TC-2016-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE II 45,420 - 45,420 572 UT-2011-01 UT WATER RECLAMATION FACILITY #1B ENERGY EFFICIENCY 1,950,000 - 1,950,000 572 UT-2013-06 UT RESEARCH/RAILROAD SEWER LINE REPLACEMENT 549,368 - 549,368 572 UT-2015-01 UT SIERRA DEL ORO LIFT STATION AND PIPELINES 9,667,085 - 9,667,085 572 UT-2015-05 UT WATER RECLAMATION FACILITY #3 LIFT STATION 2,647,654 - 2,647,654 572 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 356,107 - 356,107 572 UT-2019-02 UT ALCOA RECLAIMED WATER EFFLUENT RELOCATION AND PIPE REMOVAL 1,399,503 - 1,399,503 572 UT-2021-02 UT CENTRIFUGE INSTALLATION AT WATER RECLAMATION FACILITY #1 310,462 - 310,462 572 UT-2021-03 UT WATER RECLAMATION FACILITY #2 EQUALIZATION BASIN REPLACEMENT 1,115,561 2,800,000 3,915,561 572 UT-2021-04 UT WATER RECLAMATION FACILITY #1 DRYER REBUILD 4,099,289 - 4,099,289 572 UT-2021-07 UT PLANT 1A SECONDARY CLARIFIER CONCRETE DECKS 898,232 - 898,232 572 UT-2021-09 UT WATER RECLAMATION FACILITY #1 AERATION DIFFUSER REPLACEMENT 1,141,129 - 1,141,129 572 UT-2021-10 UT WATER RECLAMATION FACILITY #2 ASPHALT ROADWAY PAVING 80,868 - 80,868 572 UT-2021-11 UT WATER RECLAMATION FACILITY #2 MCC INSTALLATION - SUNKIST AND AERATION 1,033,250 - 1,033,250 572 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 171,182 - 171,182 572 UT-2022-05 UT WATER RECLAMATION FACILITY #1 DIGESTER DOME #2 REPLACEMENT 47,202 - 47,202 572 UT-2023-07 UT WATER RECLAMATION FACILITY #2 SECONDARY CLARIFIER REHABILITATION 1,568,485 - 1,568,485 572 UT-2023-08 UT WATER RECLAMATION FACILITY #1A PRIMARY AND BLOWER ROOM MCC

REPLACEMENT
1,099,475 - 1,099,475
572 UT-2023-09 UT WATER RECLAMATION FACILITY #1 BOILER DESIGN 558,050 - 558,050 572 UT-2023-10 UT SIERRA DEL ORO LIFT STATION GENERATOR REPLACEMENT 146,185 - 146,185 572 UT-2023-11 UT SMITH AND RINCON LIFT STATION PIPING UPGRADE/PAVING 189,563 - 189,563 572 UT-2023-12 UT WATER RECLAMATION FACILITY #2 GENERATOR REPLACEMENT 628,435 - 628,435 572 UT-2024-09 UT STAGECOACH LIFT STATION MOTOR CONTROL CENTER AND GENERATOR UPGRADE 199,475 - 199,475 572 UT-2025-05 UT DIGESTER EQUIPMENT REHAB AND ELECTRICAL UPGRADE 299,016 2,000,000 2,299,016 572 UT-2025-06 UT GREEN RIVER LIFT STATION GENERATOR UPGRADE 150,000 - 150,000 572 UT-2025-09 UT WATER RECLAMATION FACILITY #1 COMPLIANCE FLOW METER 150,000 500,000 650,000 572 UT-2025-10 UT WATER RECLAMATION FACILITY #1 EQUALIZATION BASINS IMPROVEMENT 400,000 - 400,000 572 UT-2025-12 UT WATER RECLAMATION FACILITY #2 PRIMARY CLARIFIERS REHABILITATION (DESIGN /

CONSTRUCTION)
2,499,956 - 2,499,956
City of Corona | Proposed Budget Fiscal Year 2026 Page 135 FUND

PROJECT
NO. CATEGORY PROJECT TITLE

ESTIMATED

CARRYOVER
FUNDING FY 2026
TOTAL

AVAILABLE
572 UT-2026-01 UT WATER RECLAMATION FACILITY #1 CAMERAS, REMOTE PROCESS MONITORING AND

SECURITY
- 200,000 200,000
572 UT-2026-02 UT WATER RECLAMATION FACILITY #1 CHLORINE CONTACT BASIN INSTRUMENTATION

AND ELECTRICAL IMPROVEMENTS
- 700,000 700,000
572 UT-2026-05 UT WATER RECLAMATION FACILITY #1 GRATING PLACEMENT - 50,000 50,000 SEWER UTILITY FUND (572) TOTAL $33,400,952 $6,250,000 $39,650,952 SEWER GRANT/AGREEMENT FUND (573)
573 UT-2019-01 UT ALCOA DIKE POTABLE WATER NON-COMPENSABLE 24,348 - 24,348 SEWER GRANT/AGREEMENT FUND (573) TOTAL $24,348 - $24,348 DIRECT ACCESS ELECTRIC UTILITY FUND (576)
576 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 8,324 - 8,324 DIRECT ACCESS ELECTRIC UTILITY FUND (576) TOTAL $8,324 - $8,324 TRANSIT SERVICES FUND (577)
577 FC-2022-19 FC COA - CITYWIDE BUS STOP IMPROVEMENTS 825,616 - 825,616 577 FC-2024-09 FC HYDROGEN FUELING STATION 10,303,948 - 10,303,948 577 FC-2024-10 FC INFRASTRUCTURE FOR BATTERY ELECTRIC BUSES 2,096,052 - 2,096,052 TRANSIT SERVICES FUND (577) TOTAL $13,225,616 - $13,225,616 GREENFIELD ELECTRIC UTILITY FUND (578)
578 UT-2020-01 UT BURD TRANSFORMER REPLACEMENTS AT VARIOUS LOCATIONS 110,677 90,000 200,677 578 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 11,289 - 11,289 578 UT-2023-13 UT ELECTRICAL VAULTS WATER INFILTRATION MITIGATION AT VARIOUS LOCATIONS 225,000 - 225,000 578 UT-2026-04 UT ELECTRIC CABLE UPGRADES - 750,000 750,000 GREENFIELD ELECTRIC UTILITY FUND (578) TOTAL $346,966 $840,000 $1,186,966 INFORMATION TECHNOLOGY FUND (681)
681 TC-2019-01 TC NEW VOICE OVER INTERNET PROTOCOL PHONE SERVICE 164,299 - 164,299 681 TC-2020-01 TC ELECTRONIC DOCUMENT MANAGEMENT SYSTEM (EDMS) 767,250 - 767,250 681 TC-2022-03 TC UTILITY BILLING SOFTWARE SYSTEM UPGRADE 422,590 - 422,590 681 TC-2022-04 TC DEVICE COMPLIANCE - SECURITY REMEDIATION 95,302 - 95,302 681 TC-2022-05 TC CITYWIDE BADGE ACCESS SYSTEM UPGRADE 136,566 - 136,566 681 TC-2023-02 TC PD REPLACEMENT NETWORK SWITCHES 41,314 - 41,314 681 TC-2023-03 TC CITYWIDE FIRE STATIONS FIREWALL REPLACEMENT 60,000 - 60,000 681 TC-2025-01 TC ACCESS CONTROL REPLACEMENT 242,399 225,000 467,399 681 UT-2021-12 UT WATER RECLAMATION FACILITY #3 COMMUNICATIONS TOWER 91,874 - 91,874 INFORMATION TECHNOLOGY FUND (681) TOTAL $2,021,595 $225,000 $2,246,595 FLEET OPERATIONS FUND (682)
682 TC-2016-02 TC CITYWIDE UNIFIED CAMERA PROJECT, PHASE II 464 - 464 FLEET OPERATIONS FUND (682) TOTAL $464 - $464
GRAND TOTAL $287,169,639 $33,551,845 $320,721,484
The estimated carryover funding as listed is an estimate of the continuing appropriations at the time of printing the proposed budget documents. When fund balance analyses are completed by the Finance Department after the close of the prior year-end, continuing appropriations will be finalized and authorized. Although not listed above, continuing appropriations may include amounts needed for grants that extend over more than one fiscal y City of Corona | Proposed Budget Fiscal Year 2026 Page 136

DEPARTMENTS
City of Corona | Proposed Budget Fiscal Year 2026 Page 137 City Manager's Office
Jacob Ellis
City Manager
The mission of the City manager's Office is to ensure implementation and administration of policies and programs as adopted and directed by the City Council. The City Clerk is responsible for the care and custody of all official records and documents of the City and for conducting all municipal elections. The Communications Division is responsible for outbound communications between the City and its residents.

What do we do?
The City Manager's Office provides overall citywide administrative direction in pursuit of goals and policies established by the City Council. The City Manager's Office also oversees the City Clerk, Communications, and the Homeless Solutions Program.

City of Corona | Proposed Budget Fiscal Year 2026 Page 138 City of Corona | Proposed Budget Fiscal Year 2026 Page 139 City Manager's Office Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 140 City Manager's Office - Expenditures Summary
$11,415,152
-$144,331
(-1.25% vs. prior year)
Expenditures, by Fund
GGGeeennneeerrraaalll FFFuuunnnddd (((888999...999%%%))) CCCaaapppiiitttaaalll PPPrrrooojjjeeeccctttsss FFFuuunnndddsss (((666...777%%%))) SSSpppeeeccciiiaaalll RRReeevvveeennnuuueee FFFuuunnndddsss (((333...444%%%))) Capital Projects Funds $209,065 $330,319 $569,621 $768,044 $198,423 34.8% General Fund $6,636,822 $9,297,665 $10,487,102 $10,264,683 -$222,419 -2.1% Special Revenue Funds $1,047,192 $2,031,547 $498,946 $382,425 -$116,521 -23.4% Enterprise Funds $1,864 $3,088 $3,814 $0 -$3,814 -100%
Total: $7,894,943 $11,662,619 $11,559,483 $11,415,152 -$144,331 -1.2% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 141 City Manager's Office
Budgeted Expenditures, by Function
HHHooommmeeellleeessssss SSSooollluuutttiiiooonnnsss (((555222...999%%%))) CCCiiitttyyy MMMaaannnaaagggeeerrr'''sss OOOffiffifficcceee AAAdddmmmiiinnniiissstttrrraaatttiiiooonnn (((222111...444%%%))) CCCooommmmmmuuunnniiicccaaatttiiiooonnnsss (((111000%%%))) CCCiiitttyyy CCCllleeerrrkkk (((666...444%%%)))
HHHooouuusssiiinnnggg (((555...444%%%)))
CCCDDDBBBGGG///HHHOOOMMMEEE IIInnnvvveeessstttmmmeeennnttt PPPaaarrrtttnnneeerrrssshhhiiippp (((333...999%%%))) CDBG/HOME Investment Partnership $114,442 $203,454 $266,605 $443,666 $177,061 66.4% City Clerk $873,894 $608,537 $985,318 $729,727 -$255,591 -25.9% City Manager's Office Administration $1,803,135 $1,908,985 $2,190,527 $2,440,334 $249,806 11.4% Communications $1,172,672 $1,280,391 $1,467,671 $1,141,098 -$326,573 -22.3% Homeless Solutions $3,713,254 $7,390,183 $6,157,699 $6,040,548 -$117,151 -1.9% Housing $217,547 $271,068 $491,662 $619,779 $128,117 26.1% Total: $7,894,943 $11,662,619 $11,559,483 $11,415,152 -$144,331 -1.2% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 142 City Manager's Office Budget Detail
What do we do?
The City Manager's Office is responsible for the implementation and administration of goals, policies, procedures, and programs adopted by the City Council. This requires ongoing planning, organization, direction, and evaluation of the City's programs and resources. The City Manager's Office researches issues and prepares recommendations for consideration by the City Council. This group is also responsible for implementing the City's Strategic Plan.

Goals & Objectives
What did we do in Fiscal Year 2025?
Continued to enhance the City's legislative advocacy efforts by utilizing a contracted state lobbyist and executed an agreement with a federal lobbying firm to advocate for the City's interests at the federal level.

Maintained standard annual performance reporting to the City Council to increase accountability.

Launched an annual community satisfaction survey to gather statistically significant data, track residential concerns over time, and ensure that services and service levels are consistent with community needs and wants.

Continued building a high-performing team with Council and City management.

Continued the Corona Citizen's Academy to educate residents about the major elements of city services and how the city operates.

Coordinated a Student Discovery Day for local students to tour city facilities and help them gain a vision for jobs they could prepare for.

Reviewed and revamped the Capital Improvement Plan (CIP) program to include all potential capital improvement projects, whether funded or not, utilizing a 10-year time horizon, and developed a prioritized implementation plan.

What do we plan to do in Fiscal Year 2026?
Pursue meaningful award and certification opportunities to evaluate municipal services and better demonstrate the talent, commitment, and outcomes achieved by the City for its residents.

Restructure City departments as needed to improve efficiency and achieve organizational objectives.

Increase the City's support, coordination, and partnerships to enhance veteran services and programs.

Develop a Strategic Plan Annual Report to highlight departmental workplan milestones and performance measures.

Prepare the year four Strategic Plan implementation schedule and continue reporting our progress quarterly.

Continue the rollout of Envisio software citywide to better align department workplans and activities, improve coordination and communication, and analyze performance.

Finalize the development of the Electronic Document Management System (EDMS).

Review, revise, and simplify personnel policies to improve readability, reduce the number of policies, and embrace forwardthinking employment policies and practices that will enhance the City’s ability to attract, reward, and retain top talent.

City of Corona | Proposed Budget Fiscal Year 2026 Page 143 City Manager's Office
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888555...999%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((888...333%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((555...666%%%)))
UUUtttiiillliiitttiiieeesss (((000...111%%%)))
Capital Outlay $0 $44,855 $0 $0 $0 0%
Contractual $116,080 $169,881 $161,720 $137,720 -$24,000 -14.8% Materials And Supplies $166,532 $170,071 $212,420 $201,796 -$10,624 -5% Personnel Services $1,518,050 $1,521,430 $1,812,787 $2,097,218 $284,430 15.7% Utilities $2,473 $2,747 $3,600 $3,600 $0 0%
Total: $1,803,135 $1,908,985 $2,190,527 $2,440,334 $249,806 11.4% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 144 City Clerk Budget Detail
What do we do?
The City Clerk is the custodian of records for the City of Corona. The mission of the City Clerk's Office is to ensure transparency to the public in the decision-making process, to accurately record all proceedings of the City Council, to preserve vital and historical records of the City, and to serve as a source of information for all City Departments and the public. The Office of the City Clerk is committed to providing these services in an efficient, professional, ethical, and courteous manner. The City Clerk also serves as the City's election official, responsible for all general municipal and special elections. The Office of the City Clerk is responsible for the preparation and distribution of City Council agendas and minutes; performs centralized processing of all legal notices; coordinates appointments to City Boards and Commissions; issues and administers oaths of office; maintains campaign and economic interest statement filings in accordance with the Political Reform Act; manages the retention and retrieval of all official City Council actions; and maintains and administers the Corona Municipal Code.

Goals & Objectives
What did we do in Fiscal Year 2025?
Successfully transitioned Agenda Management System eScribe, streamlining agenda preparation, review, and publication processes for improved efficiency and transparency.

Adopted retention schedules across all departments, promoting consistent and legally compliant records management practices.

Updated and adopted the biannual Conflict of Interest Code, ensuring continued alignment with state regulations and ethical governance standards.

Administered a smooth and successful 2024 General Municipal Election for Districts 2 and 3, and the citywide City Treasurer, reinforcing public trust in the electoral process.

In collaboration with the Information Technology Department, implemented Laserfiche, a robust Records Management System that significantly improves document storage, retrieval, and lifecycle management.

Successfully complete a citywide annual records destruction and continue to evaluate, coordinate, and facilitate the records destruction program.

Continued to research system and procedures to streamline our public records request process.

Continued to improve the Claims and Subpoenas process by streamlining for staff efficiency.

What do we plan to do in Fiscal Year 2026?
Implement a new Claims portal to streamline the entire process for easy retrieval and reporting.

Conduct a citywide annual staff report training to provide a clearer understanding of what is expected and how to meet those expectations.

Update City Retention Schedules to bring the City’s retention schedule up to date in accordance with current legal and operational standards.

Annual records destruction to destroy eligible records in alignment with the approved retention schedule to promote efficient records management.

Complete digitization of paper records, digitize all paper documents to enhance accessibility and improve records management.

Organize the Archive Center to ensure easy retrieval, secure storage, and efficient management of historical and official records.

Access to Public Records. Continue to work with staff to improve public access by expanding online availability of City records.

Enhance Public Records Request, streamline workflows to improve response times and accuracy in handling PRAs.

City of Corona | Proposed Budget Fiscal Year 2026 Page 145 City Clerk
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999666...444%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((222...111%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111...333%%%)))
UUUtttiiillliiitttiiieeesss (((000...222%%%)))
Contractual $318,776 $14,410 $331,000 $9,150 -$321,850 -97.2% Materials And Supplies $24,652 $16,915 $16,900 $15,550 -$1,350 -8% Personnel Services $528,573 $576,028 $636,118 $703,727 $67,609 10.6% Utilities $1,893 $1,184 $1,300 $1,300 $0 0%
Total: $873,894 $608,537 $985,318 $729,727 -$255,591 -25.9% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 146 Communications Budget Detail
What do we do?
The Communications Office is dedicated to strengthening the relationship between the City of Corona and its residents. This team is responsible for outbound communications to the City's 150,000+ residents through press releases, the City’s website, and social media channels. The group also maintains and manages the City's website and live broadcasts. The Communications Office keeps residents informed about what is going on in their City through engaging, transparent, and timely distribution of accurate and relevant information.

Goals & Objectives
What did we do in Fiscal Year 2025?
Reimagined, designed, and delivered a new City website to provide an engaging, user-friendly and well-organized website that provides services and information to the community.

Elevated the City's social media community engagement with the launch of various communications campaigns, such as publicizing the changes to the City’s Downtown, to drive awareness and invite community input on strategic projects.

Imagined, created, developed, and launched branding for major City projects, including the Circle and City Park projects, to tell the stories of these projects and increase transparency.

Launched an online Swag Store where the community can purchase unique Corona apparel and accessories to allow the community to show their community pride.

What do we plan to do in Fiscal Year 2026?
Foster community pride and increase engagement with the City.

Implement the City’s brand identity, and continue to tell our story.

Boost digital engagement via strategic media campaigns about what the City is doing to improve the lives of our residents.

Increase the frequency, quality, and quantity of resident feedback and engagement that better reaches the "silent majority." City of Corona | Proposed Budget Fiscal Year 2026 Page 147 Communications
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((666555...444%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((222333...111%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111111...111%%%))) UUUtttiiillliiitttiiieeesss (((000...333%%%)))
Contractual $214,136 $198,510 $264,000 $264,000 $0 0%
Materials And Supplies $272,254 $320,166 $378,178 $126,406 -$251,772 -66.6% Personnel Services $683,913 $760,046 $821,553 $746,752 -$74,801 -9.1% Utilities $2,368 $1,669 $3,940 $3,940 $0 0%
Total: $1,172,672 $1,280,391 $1,467,671 $1,141,098 -$326,573 -22.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 148 Homeless Solutions Budget Detail
What do we do?
Homelessness is currently one of the most urgent and significant issues facing local government. Without effective solutions, homelessness impacts the quality of life of everyone and results in expensive cost impacts on taxpayers. The Homeless Solutions Program was created to strategically address homelessness in the City of Corona. Critical to the success of this program is the successful implementation of the City's Homeless Strategic Plan. The Plan focuses on preventing homelessness and reducing chronic and situational homelessness through a comprehensive system of services that includes outreach and engagement, emergency shelter, a wide range of multidisciplinary services, permanent housing, public/private partnerships, advocacy, and data tracking to measure system performance. The Housing & Homeless Solutions program staff manage the implementation of the Plan through contract administration, grant writing, partnership development, and collaboration with County Agencies, the Continuum of Care, and many other partners.

City of Corona | Proposed Budget Fiscal Year 2026 Page 149 Goals & Objectives
What did we do in Fiscal Year 2025?
Since the launch of the Homeless Plan in June 2020, the City of Corona has developed a robust system of services. The system is supported by multiple federal, state, and local grants that are leveraged with Measure X Funds. As a result, in Fiscal Year 2025, the City’s A to Z system served approximately 400 residents per day.

Housing & Homeless Solutions continued to collaborate with the County, Abode Communities, City Net, CPD HOPE Team, Centro Medico Community Clinic, and Mercy House to maintain 100% lease-up of the Vista Dorada 52 Permanent Supportive Housing Units. This ongoing collaboration ensures that Corona’s chronically homeless population is referred to permanent supportive housing as units become vacant at Vista Dorada. In addition, Housing & Homeless Solutions collaborated with faith and community-based organizations to provide social activities and essential items to residents.

The Housing & Homeless Solutions Manager was reelected as the Chair of the Riverside County Continuum of Care. Duties associated with this role include:

Chairing monthly Continuum of Care meetings for the region of Riverside County Participating as a member of the Continuum of Care Board of Governance to approve policies and funding to support regional homeless and housing programs
Chairing the Policy/Advocacy Committee which includes working groups for Youth/Advocacy
Legislation/Housing
Healthcare/Mental Healthcare
Reentry & Justice System
Community Education and Engagement
Managed $15,331,685 in contract funds for the cities of Corona and Norco. Contract funds include current maximum obligations outlined in the Mercy House and City Net agreements. Both agreements include complex programs funded with federal, state, county and city funds.

Managed Corona’s Homeless System of services including homeless prevention, outreach and engagement, emergency shelter, supportive services, rental assistance, and permanent supportive housing resources.

Renewed MOU with the City of Norco to manage collaborative homeless services in the cities of Corona and Norco.

Managed contract development, execution, and full expenditure of the $1,000,000 County ARPA Grant that was previously secured to offset the City’s $3 million capital investment in the shelter renovation.

Managed contract development, execution, and full expenditure of the $400,000 County HHIP Grant that was previously secured to support operating costs at the Harrison Hope Center.

Completed grant reporting milestones in support of $1,400,000 in State PLHA funds that supported the Harrison Hope Center operation and applied for additional PLHA funding in the amount of $1,876,869.

Met spending deadlines associated with Claim #1 and #2 for the Santa Ana Riverbed Homeless Encampment Response Grants in the cities of Corona and Norco.

Renewed contract with County Behavioral Health for co-location of the Mobile Crisis Management Team (MCMT) in City Hall.

Continued collaboration with MCMT, City Net, CPD HOPE, Mercy House, and other stakeholders to address behavioral health crises and to connect at-risk and homeless residents to the County’s behavioral health system of services.

Finalized negotiations with the County of Riverside for the 5 Street Housing Project-Based Voucher Housing Assistance Payment (HAP) Agreement. Once approved by the Board of Supervisors, the HAP agreement will provide an estimated $5.1 million of rent subsidy over a 20-year period.

Worked with League of California Cities, Riverside Division to organize educational workshops and panels to educate cities on the value of investing in homeless programs and being a good neighbor to surrounding cities. th
City of Corona | Proposed Budget Fiscal Year 2026 Page 150 What do we plan to do in Fiscal Year 2026?
Work with Mercy House, City Net, and the County to launch the 5 Street Project-Based Voucher Program at the Fifth Street Permanent Supportive Housing Project.

Manage all five program components in the Mercy House Homeless System of Services and all four program components in the City Net System of Services.

Collaborate with the County of Riverside and the other western cities to submit another Encampment Resolution Funding (ERF) Application to the State to continue ongoing efforts in the Santa Ana Riverbed. ERF grants support outreach, emergency shelter, housing, encampment clean-up and other activities to reduce fire hazards, preserve wildlife habitat, and connect encampment residents to resources to address homelessness.

Increase permanent housing placements for clients exiting the City’s shelter system and report to City Council on a quarterly basis.

Expand partnerships with the faith community, businesses, residents, and the County to support initiatives in the Homeless Strategic Plan.

If grant application is approved, execute grant agreement with State HCD for $1,876,989 in PLHA grant funding to support operation of the Harrison Hope Center.

Utilize HMIS data tracking system to evaluate system performance for client measures such as length of homelessness, number of first time homeless, street exit destinations, length of shelter stay, housing placements, and housing retention rates. Report outcomes to City Council.

Work with the League of California Cities, Riverside Division to organize additional educational workshops and panels to educate cities on the value of investing in homeless programs and being a good neighbor to surrounding cities. th
Service Adjustment Changes (Operating Budget)
Description Amount
Postage and Shipping for Rent Stabilization Initiative 1,500 Mailers and Meeting for Rent Stabilization Initiative 4,000 Total $ 5,500
Homeless Solutions
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((999444...111%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((555...888%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((000...111%%%))) UUUtttiiillliiitttiiieeesss (((000...000222%%%)))
City of Corona | Proposed Budget Fiscal Year 2026 Page 151 Capital Outlay $0 $53,383 $0 $0 $0 0%
Contractual $3,531,847 $7,005,028 $5,863,406 $5,682,481 -$180,925 -3.1% Materials And Supplies $4,580 $49,585 $16,090 $7,271 -$8,819 -54.8% Personnel Services $176,703 $280,705 $277,196 $349,789 $72,593 26.2% Utilities $124 $1,484 $1,008 $1,008 $0 0%
Total: $3,713,254 $7,390,183 $6,157,699 $6,040,548 -$117,151 -1.9% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 152 CDBG/HOME Investment Partnership Budget Detail
What do we do?
The City of Corona receives federal funding from Housing and Urban Development under the Community Development Block Grant (CDBG) and HOME Investment Partnership Grant Programs. CDBG funds are utilized for low and moderate income housing, economic development activities and community improvements that alleviate blighted conditions within eligible CDBG areas.

HOME funds are used to preserve the City's affordable housing stock and tenant-based rental assistance. The Housing & Homeless Solutions Division is responsible for administering these programs in compliance with federal requirements.

Goals & Objectives
What did we do in Fiscal Year 2025?
Supported the successful integration of housing and homeless programs into one Division in the City Manager’s Office.

Provided technical assistance and guidance to grantees (i.e. Service Providers, Code Compliance, Facility/Parks/Trails Division, Public Works CIP Division, and Finance) to ensure compliance and performance in accordance with HUD requirements.

Assisted in project planning and support of Park and Community Facility projects funded with CDBG grant funds.

Conducted quarterly monitoring of grantees and monthly HUD grant drawdowns to reimburse the City for grant expenses.

Prepared and processed the annual Action Plan for Fiscal Year 2025.

Prepared and processed the Fiscal Year 2024 Consolidated Annual Performance Evaluation Report.

Prepared and processed the FY 2025-2029 Five-Year Consolidated Plan which included:

Issuing a new NOFA for public service grants, coordinating a review panel, and making recommendations for new programs
Collecting and analyzing over 2,500 survey responses from residents to assess priorities for affordable housing, public services, community facilities, and infrastructure
Preparing Needs Assessment, Market Analysis, Analysis of Impediments to Fair Housing, Language Assessment Plan, and a host of miscellaneous research and data-gathering actions.

Revising the residential rehabilitation program guidelines to include mobile home grants in addition to forgivable loans for owner-occupied dwellings
Conducted Annual Audit of Service Providers.

Achieved milestones in work out plan with HUD regarding CDBG timeliness spending.

City of Corona | Proposed Budget Fiscal Year 2026 Page 153 What do we plan to do in Fiscal Year 2026?
Audit prior year grantee files.

Oversight and monitoring of all CDBG and HOME funded activities.

Continue to provide technical assistance to service providers and city staff for the award capital projects and code compliance.

Execute and implement new public service grant contracts and programs.

Continue to provide HOME TBRA technical assistance and program oversight.

Prepare and submit the Fiscal Year 2026 Annual Action Plan.

Prepare and submit the Fiscal Year 2025 Consolidated Action Plan Evaluation Report.

Implement expanded residential rehabilitation program, including marketing and outreach in mobile home parks.

CDBG/HOME Investment Partnership
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((999777...999%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111...777%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((000...444%%%))) UUUtttiiillliiitttiiieeesss (((000...000555%%%)))
Contractual $111,214 $200,653 $258,738 $434,167 $175,429 67.8% Materials And Supplies $3,084 $2,705 $7,545 $7,545 $0 0% Personnel Services $0 $0 $122 $1,754 $1,632 1,337.7%
Utilities $144 $96 $200 $200 $0 0%
Total: $114,442 $203,454 $266,605 $443,666 $177,061 66.4% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 154 Corona Housing Authority (CHA) Budget Detail
What do we do?
The Corona Housing Authority, or CHA, is responsible for administering all low and moderate-income housing functions and assets.

CHA is responsible for increasing and preserving the City's affordable housing stock and for developing and implementing affordable housing programs and projects that meet state requirements and support our local Housing Element. The City’s newest efforts in furthering the preservation of affordable housing include the creation of a Mobile Home Rent Stabilization Program that will be managed under the CHA.

Goals & Objectives
What did we do in Fiscal Year 2025?
Provided continued assistance to National Core in support of the renovations at Corona de Oro (72-unit low-income affordable housing for families) and Corona del Rey (160-unit low-income affordable housing for families), processed final wire transfer payments for both projects and participated in the Grand Reopening Celebration for both projects.

Fielded miscellaneous housing inquiries from residents and developers.

Collaborated with C&C Development to begin pre-construction planning meetings to meet Tax Credit Financing Deadlines for the Second Street Multi-Family Affordable Housing Project of 115 units.

Received nine (9) applications and approved four (4) applications to assist all with repairs under the Residential Rehabilitation Program.

Mailed approximately 4,000 Residential Rehabilitation Program flyers to targeted neighborhoods as outlined in the City's Housing Element.

Prepared annual compliance reports and submitted them to State HCD, and in collaboration with Planning, completed the Housing & CDBG program reporting requirements for the annual Housing Element Update.

Conducted monitoring activities of existing housing assets and affordable housing projects.

Processed housing loan monthly payments, payoff demands, and subordination requests.

Continued work on the Mobile Home Rent Stabilization Ordinance (RSO) including:

Preliminary RSO recommendations to City Council in September 2024 Work with City Council Ad Hoc Committee to conduct community meetings with Mobile Home Park Owners and residents in 10 Mobile Home Parks to solicit feedback on possibilities for an In Lieu Agreement (ILA) Summarize stakeholder feedback and present Council with RSO and ILA options and cost ranges Planned and coordinated internal efforts to meet goals and coordinated with the City's fair housing provider to support services to meet the City's Housing Elements requirements.

City of Corona | Proposed Budget Fiscal Year 2026 Page 155 What do we plan to do in Fiscal Year 2026?
Work in collaboration with Economic Development to present City Council with development options for land owned by the Corona Housing Authority as well as possibilities for affordable housing options at the North Mall.

Work with Planning and Development Services to support the development and monitoring of additional affordable housing units created as a result of the Density Bonus Agreement opportunity in the City.

Work with C&C Development to:

Develop a plan of action to secure gap financing and begin construction on the Second Street 115-unit Multi-Family Affordable Housing Project
Develop a plan of action to secure funds to support the development of the Second Street 25-unit Permanent Supportive Housing Project
Assist income-qualified homeowners with health, safety, and code violation reports under the Residential Rehabilitation Program.

Prepare annual compliance reports due to the State HCD and Housing Element Updates.

Conduct annual monitoring activities of housing assets and affordable housing projects.

Implement the Rent Stabilization Ordinance Program and develop program guidelines, documents, and operating procedures for executing and monitoring the RSO Program.

Continue to manage the execution of all new Housing Element housing and fair housing program requirements.

Assist Finance with all internal and external audit activities.

Corona Housing Authority (CHA)
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((777222...222%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((222555...888%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111...888%%%))) UUUtttiiillliiitttiiieeesss (((000...222%%%)))
Contractual $5,618 $21,035 $160,000 $160,000 $0 0%
Materials And Supplies $973 $552 $5,750 $11,240 $5,490 95.5% Personnel Services $210,785 $249,343 $324,688 $447,315 $122,627 37.8% Utilities $171 $138 $1,224 $1,224 $0 0%
Total: $217,547 $271,068 $491,662 $619,779 $128,117 26.1% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 156 Community Services
Donna Finch
Community Services Director
Welcome to the Community Services Department where we create a community in Corona. The Community Services Department includes Parks, Facility Maintenance, Trails, Library Services, and Recreation. We are your special events coordinator, your access to programs for all ages, your access to city transit, your maintainer of the beautiful open spaces and trees of our City, and we want to community with you. Our vision is for Corona to be an engaged, healthy, and enriched community!
What do we do?
Within the Leisure & Culture service area, the Community Services Department enriches the lives of adults, seniors, youth, and their families through creative recreational programming and the promotion of reading and learning activities through the Corona Public Library. We engage in the community in Corona's parks and trails and through the Park Ranger Program, Park Ambassador Program, and Adopt-A-Park. These services strive to keep parks and open spaces a clean and safe place to enjoy the outdoors. We also relish in the abundance of urban trees we care for and are committed to maintaining a rich Urban Forest in Corona.

City of Corona | Proposed Budget Fiscal Year 2026 Page 157 City of Corona | Proposed Budget Fiscal Year 2026 Page 158 Community Services Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 159 Community Services - Expenditures Summary
$26,365,267
$926,785
(3.64% vs. prior year)
Expenditures, by Fund
GGGeeennneeerrraaalll FFFuuunnnddd (((777666...111%%%))) SSSpppeeeccciiiaaalll RRReeevvveeennnuuueee FFFuuunnndddsss (((222333%%%))) EEEnnnttteeerrrppprrriiissseee FFFuuunnndddsss (((000...999%%%))) General Fund $16,630,000 $17,607,383 $19,247,130 $20,057,685 $810,556 4.2% Special Revenue Funds $5,609,058 $4,947,868 $5,906,163 $6,063,936 $157,773 2.7% Enterprise Funds $224,270 $210,382 $285,189 $243,645 -$41,544 -14.6% Total: $22,463,329 $22,765,633 $25,438,482 $26,365,267 $926,785 3.6% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 160 Community Services
Budgeted Expenditures, by Function
PPaarrkkss,, TTrreeeess aanndd MMeeddiiaannss
MMaaiinntteennaannccee ((5566..11%%))
Parks, Trees and Medians
Maintenance (56.1%)
FFFaaaccciiillliiitttyyy MMMaaaiiinnnttteeennnaaannnccceee (((111222%%%))) EEEvvveeennntttsss &&& PPPrrrooogggrrraaammmsss (((777...888%%%))) LLLiiibbbrrraaarrryyy SSSeeerrrvvviiiccceeesss (((666...888%%%))) FFFaaaccciiillliiitttiiieeesss &&& PPPrrrooojjjeeecccttt MMMaaannnaaagggeeemmmeeennnttt (((555...333%%%))) CCCooommmmmmuuunnniiitttyyy SSSeeerrrvvviiiccceeesss AAAdddmmmiiinnniiissstttrrraaatttiiiooonnn (((444...222%%%))) SSSpppeeeccciiiaaalll EEEvvveeennntttsss &&& VVVooollluuunnnttteeeeeerrrsss (((333...777%%%))) LLLiiittteeerrraaacccyyy aaannnddd CCCooommmmmmuuunnniiitttyyy EEEnnngggaaagggeeemmmeeennnttt (((333...222%%%))) AAAiiirrrpppooorrrttt MMMaaaiiinnnttteeennnaaannnccceee (((000...999%%%))) Airport Maintenance $224,270 $210,382 $285,189 $243,645 -$41,544 -14.6% Community Services Administration $1,382,656 $1,081,877 $1,078,399 $1,107,086 $28,687 2.7% Events & Programs $1,931,516 $2,496,000 $2,034,564 $2,055,811 $21,246 1% Facilities & Project Management $674,763 $1,002,982 $1,230,324 $1,406,115 $175,792 14.3% Facility Maintenance $2,429,153 $2,831,047 $2,768,581 $3,163,591 $395,010 14.3% Library Services $1,427,399 $1,403,370 $1,555,698 $1,788,528 $232,830 15% Literacy and Community Engagement $639,863 $787,450 $772,722 $844,746 $72,024 9.3% Parks, Trees and Medians Maintenance $13,753,709 $12,952,523 $15,105,203 $14,792,606 -$312,597 -2.1% Special Events &Volunteers $0 $0 $607,801 $963,139 $355,337 58.5% Total: $22,463,329 $22,765,633 $25,438,482 $26,365,267 $926,785 3.6% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 161 Airport Maintenance Budget Detail
What do we do?
The Airport Maintenance team is responsible for the continual maintenance of runways, runway protection zones (RPZ), taxiways, aprons, streets, grounds, lighting, and equipment located within the airport's parameters. The Airport Maintenance section works in conjunction with the Economic Development Airport Program and Utilities Airport Operations section to provide a first-rate General Aviation facility serving commercial operators, recreational flyers, and the City of Corona.

Goals & Objectives
What did we do in Fiscal Year 2025?
Continued efforts to remove unauthorized aircraft parked in the City's Long Term and Transient tie-down area.

Kicked off the annual hangar inspection program in conformance with the City’s municipal code. Conducted annual hangar inspections of over 300 hangars and office facilities.

Cleared the vegetation in Runway Protection Zones (RPZ) from the South Channel and the North Wall locations.

Cleared the North and South channels.

Installed cameras to monitor the newly installed VASI lights.

Conducted annual airport inspection with DOT inspector.

Conducted over 200 general condition inspections.

What do we plan to do in Fiscal Year 2026?
Establish a formal inoperable aircraft abatement process.

Draft scope of work and bid installation of airport security gates (CIP).

Continue removal of inoperable/abandoned aircraft.

Conduct annual hangar inspection program.

Continue collaboration and partnership efforts between the City and City's Master Lease Holders to continue improving the operations and maintenance throughout the airport.

Continue vegetation management and general monthly maintenance.

Continue 4-day-a-week general inspections.

City of Corona | Proposed Budget Fiscal Year 2026 Page 162 Airport Maintenance
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((444888...777%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((222444%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((222222...888%%%))) UUUtttiiillliiitttiiieeesss (((444...555%%%)))
Contractual $5,483 $37,404 $71,000 $55,500 -$15,500 -21.8% Depreciation $14,297 $14,297 $0 $0 $0 0%
Materials And Supplies $103,030 $67,753 $100,238 $118,716 $18,478 18.4% Personnel Services $91,670 $80,081 $100,221 $58,534 -$41,687 -41.6% Utilities $9,792 $10,848 $13,731 $10,896 -$2,835 -20.6% Total: $224,270 $210,382 $285,189 $243,645 -$41,544 -14.6% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 163 Community Services Administration Budget Detail
What do we do?
The Community Services Department's Administrative Team sets the vision for creating a sense of place in the City of Corona through celebrating our community, developing programs to increase access to arts, culture, and recreational activities, and ultimately improving the quality of life in Corona. The Administration Team also streamlines department functions, including but not limited to providing frontline customer service, processing onboarding of new staff and completing personnel forms, overseeing department accounting and budget operations, preparing, and managing purchase requisitions, purchasing and contracts, and supervising capital projects. The department also conducts training for the department's registration/reservation software and ensures the accuracy of all transactions. The team works with the Library Trustees and Parks and Recreation Commission on departmental policies, procedures, and programs.

Goals & Obectives
What did we do in Fiscal Year 2025?
Refined the department budget process and standardized line items across all divisions.

Created a catalogue of all department policies and SOPs; made necessary updates to policies and SOPs and put them into a standardized format organized by division; identify any policy gaps and create policies/SOPs to fill those gaps Created an annual calendar of upcoming items for the Parks & Recreation Commission to assist with agenda planning and ensure the Commission has the opportunity to provide input on all important matters related to parks and recreation.

Developed a Community Events & CIP Sponsorship Program that provides opportunities for local business and community members to sponsor parks and recreation events, programs, and projects in the City and be recognized for their contributions.

Participated in grant training opportunities and submitted a $15M competitive grant application for the City Park project.

Created an Annual Report for Community Services to highlight the department’s activities and accomplishments for the year.

Streamlined the department’s purchase order process to reduce number of ETBs and conduct bid services in a timely manner.

Developed an Operations Plan for the Historic Civic Center (HCC) to renovate and program the site as the City's center for visual and performing arts.

Reached an amicable agreement with Group II Everyone Plays youth sports leagues to increase Athletic Field Rates in FY26 and FY27.

What do we plan to do in Fiscal Year 2026?
Complete design for the City Park project and break ground on construction.

Develop a City Park Sponsorship Program that provides opportunities for private partners (i.e. businesses, non- profits) and residents to contribute to the project and help offset costs.

Relaunch the Canvas on the Curb Program to wrap 7 additional traffic signal boxes with public art.

Begin implementing the HCC Operations Plan to renovate and program the site as the City's center for visual and performing arts.

Conduct analysis of LMD and CFD budgets to evaluate expenditures and revenues and develop a plan to ensure the long-term sustainability of the districts.

Identify and pursue opportunities to increase cost recovery for City programs, events, and projects.

Service Adjustment Changes (Operating Budget)
Description Amount
Self-Check out machines replacement for the Library 48,190 Total $ 48,190
City of Corona | Proposed Budget Fiscal Year 2026 Page 164 Community Services Administration
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999666...444%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((333...555%%%))) UUUtttiiillliiitttiiieeesss (((000...000999%%%)))
Contractual $115,947 $33,720 $0 $0 $0 0%
Materials And Supplies $57,423 $40,066 $46,673 $38,898 -$7,774 -16.7% Personnel Services $1,208,675 $1,007,575 $1,031,157 $1,067,228 $36,071 3.5% Utilities $610 $516 $570 $960 $390 68.4%
Total: $1,382,656 $1,081,877 $1,078,399 $1,107,086 $28,687 2.7% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 165 Events and Programs Budget Detail
What do we do?
The Events and Programs Division provides a variety of programs and services for Corona residents, including youth and adult sports, after-school recreation, summer camps, and extensive services and activities designed for Corona's senior population.

Goals & Objectives
What did we do in Fiscal Year 2025?
Expanded Extended Learning Opportunities Program (ELOP) within Kids Club at select elementary schools to comply with CNUSD Title I requirements. All sites received full reimbursement from the School District for City monthly membership dues, making this program free to all families.

Successfully completed second year of partnership with the Riverside County Office on Aging to bring a congregate meal program to the Corna Senior Center. This service provides nutritious meals and social engagement opportunities MondayFriday, for a suggested donation of $3.00. Operating costs are largely offset by funds utilized by the County through the Older Americans Act.

Expanded Senior Center programming to include “programming beyond the walls” with quarterly guided hikes, and a walking group every other week.

What do we plan to do in Fiscal Year 2026?
Continue to seek opportunities with the CNUSD ELOP program to expand reach into different Corona-based schools and/or explore the possibility of the Vicentia Activity Center (VAC) as a year-round congregate site with transportation services provided by the School District.

Increase enrollment within the Kids Club Program to eliminate waitlists.

Work to increase Adult Sports registration.

Continue to seek sponsorships, grants, partnerships, and funding opportunities to offset Senior Center Program offerings and services throughout the City service area.

Continue to explore opportunities for Senior Center Programming utilizing the newly renovated outdoor space.

Update registration processes for the Senior Center utilizing Civic Rec to ensure accurate monthly reports.

Implement a shorter and more efficient one-page part-time employee evaluation form.

City of Corona | Proposed Budget Fiscal Year 2026 Page 166 Events and Programs
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888888...999%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((999...666%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111...222%%%)))
UUUtttiiillliiitttiiieeesss (((000...444%%%)))
Contractual $515,627 $579,132 $20,600 $23,960 $3,360 16.3% Materials And Supplies $200,853 $286,340 $190,419 $196,736 $6,317 3.3% Personnel Services $1,201,185 $1,618,410 $1,815,395 $1,827,115 $11,719 0.6% Utilities $13,852 $12,118 $8,150 $8,000 -$150 -1.8%
Total: $1,931,516 $2,496,000 $2,034,564 $2,055,811 $21,246 1% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 167 Facilities and Project Management Budget Detail
What do we do?
The Facility Reservations Team oversees the use of City facilities, including the Circle City Center, the Historic Civic Center, including the operation of Corona's historic theater, Vicentia Activity Center, Victoria Park, Auburndale Community Centers, as well as picnic area reservations at 27 parks Program also, oversee the operations of Contract Classes and Adaptive Services, to program the City’s facilities and park sites with engaging programs.

Goals & Objectives
What did we do in Fiscal Year 2025?
Assisted in the development of the Historic Center Operations Plan which designates the Historic Civic Center as a center for the arts.

Worked toward the implementation of the City Parks Operations Plan and Parks and Recreation Master Plan by seeking out and building program through contract instructors, internally led programs, and partnerships, with the intention of having fully programmed sites and consistent attendance throughout the hours of operation.

Completed the work associated with the on-demand reservation program incorporating one click insurance options, linking park reservations to posted park signage though QR code system, and reducing turnaround times on reservations permits with a goal of 24 hours.

Added more events and specialized programming for the Corona Adaptive community.

Increased Early Childhood classes, offered more programming and camps led by staff.

Enhanced the Corona Connection image and increased content.

What do we plan to do in Fiscal Year 2026?
Expand HCC Showcase Events, piloting new themed events to bring in additional revenue and add to the HCC Presents lineup.

Enhance On-Demand Reservation System efficiency, allowing for 7 days to 24 hours in advance reservations to be made, and integrate customer support.

Further expand on the HCC Performing & Fine Arts Center Operational Plan, engaging stakeholders, developing facility usage and occupied rooms.

Expand Instructor Recruitment by collaborating with local businesses and organizations to offer classes.

Increase Adaptive Programming, increasing more evening options to accommodate working families and improve accessibility, and collaborate with Southern California Special Olympics to provide opportunities for Corona Adaptive to compete locally.

Seek new partnerships and pursue sponsorships to enhance events and programs and deepen community involvement.

Increase Community satisfaction ratings by 10% through targeted improvements.

City of Corona | Proposed Budget Fiscal Year 2026 Page 168 Facilities and Project Management
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((777111...666%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((222444...444%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((333...666%%%))) UUUtttiiillliiitttiiieeesss (((000...333%%%)))
Contractual $5,951 $223,818 $322,100 $342,980 $20,880 6.5% Materials And Supplies $23,870 $32,356 $49,600 $51,225 $1,625 3.3% Personnel Services $639,654 $741,174 $854,144 $1,007,110 $152,967 17.9% Utilities $5,289 $5,634 $4,480 $4,800 $320 7.1%
Total: $674,763 $1,002,982 $1,230,324 $1,406,115 $175,792 14.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 169 Facility Maintenance Budget Detail
What do we do?
The Facility Maintenance Services Division is responsible for the maintenance and repair of 28 city-owned buildings and related public facilities using both City personnel and contractual services. A systematic preventative maintenance program is utilized to enhance the longevity and efficiency of the buildings and their related equipment and infrastructure.

Goals & Objectives
What did we do in Fiscal Year 2025?
Renovated the City Council Chamber.

Coordinated with the Office of Communications to upgrade and expand the Communications Studio.

Reconfigured and remodeled the dorms at Fire Station 1.

Coordinated with the Library team to complete the remodel of the Heritage Room.

Remodeled the Police Department gym.

Installed new flooring and paint in the Police Department training room.

Constructed two new offices in the Public Works Department.

Replaced counter tops, paint and lighting for the Building Maintenance Division.

Upgraded exterior lighting at the Library.

What do we plan to do in Fiscal Year 2026?
Continue to complete all scheduled preventative maintenance and perform required repairs in a timely manner.

Replace Carpet at City Hall.

Replace Carpet at the Library.

Reconfigure and remodel the dormitories at Fire Stations 3.

Upgrade the HVAC system at the Police Department.

Upgrade the HVAC system at the Library.

Refurbish the Library elevator.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Facilities Manager and 3 FT Facilities Specialist 188,489 Total $ 188,489
City of Corona | Proposed Budget Fiscal Year 2026 Page 170 Facility Maintenance
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((333222...666%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((333111...555%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((333111...333%%%))) UUUtttiiillliiitttiiieeesss (((444...666%%%)))
Capital Outlay $0 $66,595 $0 $0 $0 0%
Contractual $546,405 $787,280 $806,259 $996,600 $190,341 23.6% Materials And Supplies $1,053,077 $1,057,540 $1,079,228 $990,891 -$88,337 -8.2% Personnel Services $723,142 $791,016 $787,475 $1,029,872 $242,396 30.8% Utilities $106,528 $128,617 $95,619 $146,228 $50,609 52.9% Total: $2,429,153 $2,831,047 $2,768,581 $3,163,591 $395,010 14.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 171 Library Services Budget Detail
What do we do?
Library Services has three major functions. Library Collection Services provides research assistance to the public, maintains the Integrated Library System, evaluates, as well as selects and processes print and electronic materials. Circulation/Passport Services oversees all activities related to materials circulation, patron accounts, and passport services. Shelving/Reservations does facilities reservations and room set-ups, and are responsible for shelving materials.

Goals & Objectives
What did we do in Fiscal Year 2025?
Adopted a Strategic Plan for the Corona Public Library that set forth goals and objectives to shape the future of the library for the next five years.

Coordinated with the Facilities team on the renovation of the Heritage Room and moved materials back into the room in preparation for the grand opening.

Re-opened the Heritage Room on October 28, 2024. The Heritage Room reopened with a ribbon-cutting ceremony and expanded operations to 50 hours per week.

Launched a Memory Lab in the Heritage Room for patrons to digitize their analog videos and photographs.

As part of the Strategic plan goals for Library Services, staff added a seed library for patrons.

Introduced a new library app which includes an electronic library card for patrons.

Completed the design for an updated Adult area for patrons.

Coordinated the design and began developing a programming plan for a new Innovation Center at the library.

What do we plan to do in Fiscal Year 2026?
Transition library desktop computers to laptops and provide lounge-style seating for laptop use.

Coordinate the relocation of adult materials as part of the Innovation Center installation.

Replace library self-check machines and security gates.

Establish 1-2 Passport Days during the spring.

Create an exhibit calendar and list of ideas for the Heritage Room.

Complete construction of the Innovation Center and schedule grand opening by June 30, 2026.

Service Adjustment Changes (Operating Budget)
Description Amount
Electronic Information Resources for Library 125,000
Purchase of multilingual books 11,174
Total $ 136,174
City of Corona | Proposed Budget Fiscal Year 2026 Page 172 Library Services
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((777111...222%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((222222...111%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((666...888%%%)))
Capital Outlay $8 $0 $0 $0 $0 0%
Contractual $36,785 $67,718 $130,534 $121,343 -$9,191 -7% Materials And Supplies $572,585 $292,793 $332,348 $394,646 $62,298 18.7% Personnel Services $818,021 $1,042,859 $1,092,816 $1,272,539 $179,723 16.4% Total: $1,427,399 $1,403,370 $1,555,698 $1,788,528 $232,830 15% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 173 Parks, Trees & Medians Maintenance Budget Detail
What do we do?
The Park and Trees Maintenance Program provides maintenance for all developed and underdeveloped parkland. This includes the maintenance of recreation and community buildings, playgrounds, and four aquatic facilities. This division is also responsible for the management of city trees and ongoing maintenance for safety, tree health, and aesthetics, as well as response to storm and emergencies related to City trees. The Parks and Trees Maintenance Program also administers the contracted landscape maintenance of Community Facilities Districts (CFDs) and Landscape Maintenance Districts (LMDs). The Graffiti Removal Program is responsible for the removal of graffiti from all public property and private property when permission is granted. This division also includes the Park Ranger Program, the Park Ambassador Program, and the supervision use of picnic shelters and use of ballfields.

Goals & Objectives
What did we do in Fiscal Year 2025?
Successfully completed third year of the five-year Urban Forest Management Plan by planting 3,000 trees citywide.

Implemented a comprehensive See-Click-Fix SOP and standardized process.

Implemented year one of the Parks and Recreation Master Plan.

Implemented year one of the Trails Master Plan and installed trail amenities at multiple trail sites.

Conducted multiple homeless encampment cleanups at the Santa Ana River bottom.

Completed installation of new playgrounds at Mountain Gate, Fairview and Border Parks.

Implemented the Residential Pay Program to provide residents with options for tree trimming outside their grid period.

Received the Trails Merit Award for Trails Planning.

Successfully Completed several Corona Beautiful projects and guided hikes.

What do we plan to do in Fiscal Year 2026?
Implement year two of the Parks and Recreation Master Plan.

Implement year two of the Trails Master Plan.

Complete Victoria Park Splash Pad.

Complete Sheridan Park Playground Installation.

Complete the fourth year of the five-year Urban Forest Management Plan by planting 3,000 additional trees in Corona.

Complete construction of the Auburndale Park Rehabilitation Project.

Complete construction of Griffin Park Phase II enhancements.

Complete the Green Latinos Urban Forest Grant.

City of Corona | Proposed Budget Fiscal Year 2026 Page 174 .

Service Adjustment Changes (Operating Budget)
Description Amount
Conference and Travel - Park Services 2,025
Tree Trimming and Pruning Services 50,000
Tree Trimming Services 7,500
Total $ 59,525
Parks, Trees & Medians Maintenance
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((333777...222%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((222999...666%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((111888...999%%%))) UUUtttiiillliiitttiiieeesss (((111444...333%%%)))
Contractual $4,016,357 $4,106,617 $4,412,833 $4,384,451 -$28,382 -0.6% Materials And Supplies $6,217,570 $5,221,402 $6,818,734 $5,504,180 -$1,314,554 -19.3% Personnel Services $2,057,564 $2,208,371 $2,320,376 $2,790,793 $470,417 20.3% Utilities $1,462,218 $1,416,134 $1,553,260 $2,113,182 $559,922 36% Total: $13,753,709 $12,952,523 $15,105,203 $14,792,606 -$312,597 -2.1% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 175 Literacy and Community Engagement Budget Detail
What do we do?
The Literacy and Community Engagement Team is responsible for the development of children, teen and adult library programs, activities and special events, and administers the adult and family literacy programs. The team also coordinates with local businesses, community organizations, and area agencies to develop partnerships, garner program sponsorship, and communicate department activities to residents. The division also coordinates Storyteller, Storytime Assistant, Homework Center, Summer Reading Assistant and Vets Connect program volunteers, and plans On-the-Go outreach to provide activities spanning the Community Services division of the department.

Goals & Objectives
What did we do in Fiscal Year 2025?
Expanded Maker Exchange Open Hours to two days a week, with one session for tweens and teens and the other for teens and adults.

Established special-event programming for adults which were held on Friday evenings and included a pumpkin carving evening, Paint & Sips nights, and a Millennial Prom Night.

Expanded book club offerings with the addition of Mystery Book Club and New Reader Book Club for Adult Literacy Learners, bringing the number of book clubs to four.

Worked with Friends of the Corona Public Library to establish Corona ReaderCon as an annual large-scale community event and had a great response to the event with about 200 attendees.

Launched and incorporated the Beanstack mobile app to expand access to our year-round reading programs including Summer Reading Challenge, Star Wars Reads, and In-N-Out Cover to Cover.

Explored newly formed Community Partners who helped provide additional library programs including Passion Development sessions for teens with W.A.L.L.Y, dental health storytime and car seat safety with Riverside University Public Health System, Wildfire Safety with the Corona Fire Department, Scam Prevention workshop with the USPS, Early Childhood Development story and play time with My Gym, and Read with a Kitten events with Harley’s Kitten Rescue.

What do we plan to do in Fiscal Year 2026?
Expand awareness of library programs through marketing campaigns and an increase in program visibility to CNUSD students and their parents.

Increase and enhance support and services for childcare providers through early education programs and community partnerships.

Provide additional and improved programs that encourage mutigenerational attendance. Programs would include activities such as STEM nights, cultural events, a second year of Corona ReaderCon, and Halloweekend programs.

Establish ways to expand workforce readiness and technology classes using Community Partners.

Find ways to incorporate life skills programming at the library with“Adult 101” classes and programs.

City of Corona | Proposed Budget Fiscal Year 2026 Page 176 Literacy and Community Engagement
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888000...444%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111222...333%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((777...111%%%)))
UUUtttiiillliiitttiiieeesss (((000...222%%%)))
Contractual $11,482 $37,208 $58,726 $59,945 $1,219 2.1% Materials And Supplies $107,235 $113,248 $128,409 $103,728 -$24,681 -19.2% Personnel Services $520,269 $636,386 $583,474 $679,573 $96,099 16.5% Utilities $878 $608 $2,113 $1,500 -$613 -29%
Total: $639,863 $787,450 $772,722 $844,746 $72,024 9.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 177 Special Events & Volunteers Budget Detail
What do we do?
The Special Events team plans and coordinates all City signature events, administers the City’s Co-Sponsorship Program for community-organized non-profit events, and helps guide new use requests through local event policies to ensure successful experiences. The Volunteer Program coordinates entry and opportunities for single-day and ongoing volunteer opportunities throughout the City, volunteer recognition, and the development of new opportunities.

Goals & Objectives
What did we do in Fiscal Year 2025?
Implemented year 2 of 3 increased large-scale recreation events that provide both social and economic benefits to the community.

Revised and administered Co-Sponsorship Program to reflect more than one funding phase of funding opportunities, revisited terms for included services, and explored opportunities for additional funding for community cultural groups and larger scale event organizers.

Added part-time support to volunteer program driven by program growth.

Volunteer Program was recognized by CPRS for the 2024 Award of Excellence.

Developed a new recruitment system for volunteers at the Corona Animal Shelter. What do we plan to do in Fiscal Year 2026? Implement year 3 of 3 increased large-scale recreation events that provide both social and economic benefits to the community.

Seek new partnerships and pursue sponsorships to enhance events and deepen community involvement Expand HCC Showcase Events, piloting new themed events to bring in additional revenue and add to the HCC Presents lineup.

Grow participation in volunteer opportunities such as the Adopt a Park Program and partner programs through WRCOG (CBCC and Neighborhood Cleanups).

Expand Adaptive opportunities in collaboration with CNUSD through the Workability Program by incorporating the Circle City Center and Senior Center as additional Workability sites.

Create a unified volunteer policy for the City as a whole.

Service Adjustment Changes (Operating Budget)
Description Amount
Community Event Sponsorhip 25,000
Fourth of July Celebration 4,000
Holiday Lighting Decorations 42,200
Total $ 71,200
City of Corona | Proposed Budget Fiscal Year 2026 Page 178 Special Events & Volunteers
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((555666...666%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((333555...333%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((777...999%%%))) UUUtttiiillliiitttiiieeesss (((000...111%%%)))
*This division was newly created during FY 2024.

Contractual $485,220 $545,365 $60,145 12.4%
Materials And Supplies $82,715 $76,397 -$6,318 -7.6%
Personnel Services $36,866 $340,377 $303,510 823.3%
Utilities $3,000 $1,000 -$2,000 -66.7%
Total: $607,801 $963,139 $355,337 58.5%
Name FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 179 Economic Development
Joel Belding
Economic Development Director
The mission of the Economic Development Department is to provide business attraction, revitalization and expansion opportunities that diversify and strengthen the Corona economy, foster innovation and elevate the quality of life for Corona's community.

What do we do?
The Economic Development Department provides business attraction, development, retention, and expansion, resulting in economic prosperity in Corona. Through a concerted approach and partnerships with the business community, government resource agencies and local colleges, the Office of Economic Development strategically aligns business resources that empower Corona businesses and foster economic growth. The Office of Economic Development implements City Council economic development priorities through internal citywide collaboration and stakeholder engagement that catalyzes prompt business location and expansion. The vision of the Office of Economic Development is to foster and form strategic partnerships that encourage investment in the community, support Corona's businesses, promote entrepreneurship opportunities among Corona's various demographic sectors, and enhance the quality of life for all Coronans.

City of Corona | Proposed Budget Fiscal Year 2026 Page 180 City of Corona | Proposed Budget Fiscal Year 2026 Page 181 Economic Development Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 182 Economic Development - Expenditures Summary
$1,809,324
$116,722
(6.90% vs. prior year)
Expenditures, by Fund
GGGeeennneeerrraaalll FFFuuunnnddd (((999888...777%%%))) EEEnnnttteeerrrppprrriiissseee FFFuuunnndddsss (((111...333%%%))) General Fund $1,156,696 $1,140,955 $1,692,601 $1,784,936 $92,335 5.5% Enterprise Funds $0 $0 $0 $24,387 $24,387 N/A
Total: $1,156,696 $1,140,955 $1,692,601 $1,809,324 $116,722 6.9% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 183 Economic Development
Budgeted Expenditures, by Function
EEEcccooonnnooommmiiiccc DDDeeevvveeelllooopppmmmeeennnttt (((888666...888%%%))) PPPrrrooopppeeerrrtttyyy MMMaaannnaaagggeeemmmeeennnttt (((111333...222%%%))) Economic Development $1,156,696 $1,140,955 $1,692,601 $1,570,799 -$121,803 -7.2% Property Management $0 $0 $0 $238,525 $238,525 N/A
Total: $1,156,696 $1,140,955 $1,692,601 $1,809,324 $116,722 6.9% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 184 Airport Budget Detail
What do we do?
The Corona Municipal Airport Program is responsible for the management of all aspects of airport operations including: the adherence of lease agreements; compliance with all federal, state, and local laws, ordinances, and regulations; and the continual maintenance of runways, taxiways, aprons, streets, grounds, lighting, and equipment located within the airport's parameters. The Airport Program is dedicated to safety and providing a first-rate General Aviation facility serving commercial operators, recreational flyers, and the City of Corona.

Goals & Objectives
What did we do in Fiscal Year 2025?
Continued efforts to remove unauthorized aircraft parked in the City's Long Term and Transient tie-down area.

Kicked off the annual hangar inspection program in conformance with the City’s municipal code. Conducted annual hangar inspections of over 300 hangars and office facilities.

Cleared the vegetation in Runway Protection Zones (RPZ) from the South Channel and the North Wall locations.

Cleared the North and South channels.

Planned and processed the annual airport inspection by the State's Department of Transportation inspector.

Prepared annual reports to the Corps and County Assessor's Office (Fixed aircraft and possessor interest reports). And updated the FAA’s Based Aircraft database, an effort that is required annually and as aircraft leaves or enters the airport.

Conducted over 200 general condition inspections.

What do we plan to do in Fiscal Year 2026?
Establish a formal inoperable aircraft abatement process.

Continue removal of inoperable/abandoned aircraft.

Conduct annual hangar inspection program.

Field calls, requests, complaints, etc. as received.

Continue collaboration and partnership efforts between the City and City's Master Lease Holders to continue improving the operations and maintenance throughout the airport.

Continue to enforce lease and use violations.

Coordinate with IT on a city-approved security system to commence implementation of all Security Measure Improvements to secure the airfield and leased areas 24/7, relocate wrought-iron gate, install new security access system, including added access features such as a keypad, intercom system, remote access, and add chain-link fencing, and emergency gates.

Manage the airport grants reimbursement requests.

Continue vegetation management and general monthly maintenance.

Continue 4-day-a-week general inspections.

City of Corona | Proposed Budget Fiscal Year 2026 Page 185 Airport
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((111000000%%%))) Personnel Services $24,387 $24,387 N/A
Total Personnel Services: $24,387 $24,387 N/A
Name FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 186 Economic Development Budget Detail
What do we do?
The Economic Development Department seeks to create a resilient and strong Corona economy. To do so there are various roles and responsibilities held amongst staff. Previously this was reflected as three divisions, Business Attraction and Development, Business Retention and Expansion, and Redevelopment. To better serve the business community, leadership has redirected the department to focus instead on overall departmental goals and encourages cross-training. While there are still dedicated project leads, each staff member can engage across all areas. The following depicts some of the overarching efforts for the department in order to best implement the Citywide Strategic Plan, Economic Development Strategic Plan, and Downtown Revitalization Plan.

Business Attraction seeks to enhance marketing, attract quality companies to Corona, and looks at opportunities to increase sales tax revenues and job creation. This is completed though site selection assistance to companies looking to locate in Corona, leads the Department's communications and marketing outreach to promote Corona as a place to do business, and overall supports efforts reflected in the Economic Development Strategic Plan. Key programs include “Craft to Corporate” and“Made in Corona,” Real Estate and Business Retention conducts property management of City-owned properties, manages the Corona airport, and supports business retention efforts. This includes supporting business expansion, workforce development, and overall aims to keep a pulse on the needs of the Corona business community. Real Estate and Business Retention aims to support Corona companies through business visitations and supports meetings to understand business needs and connect them with various resource agencies to assist them. Key programs include the Manufacturing Assistance Program and Live Work Corona.

Redevelopment involves project management and visioning for Downtown Corona, with dedicated efforts in the North and South Mall. Responsibilities include revitalization, reinvestment, and public-private partnerships to support Corona’s commercial markets.

The primary function is to implement the Downtown Revitalization Plan and transform Corona’s Downtown into a thriving, vibrant destination for the community.

Entrepreneurship Development aims to support aspiring entrepreneurs and the growth of the Small Business Community. Efforts involve a Business Roadmap, general business assistance, and working alongside partner agencies to offer dedicated resources.

Key programs include English and Spanish Entrepreneurship Academies held throughout the year.

Social media and Business Engagement aims to connect the business community with business resources such as workshops, resource guides, and offers business promotion. Key tools and programs include Shop Dine Corona, enhanced marketing materials, and include promotion across Instagram and the monthly Office of Economic Development Newsletter.

City of Corona | Proposed Budget Fiscal Year 2026 Page 187 Goals & Objectives
What did we do in Fiscal Year 2025?
Continued implementation of the City’s Economic Development Strategic Plan including several strategic actions including hosting a Commercial Development Event for the brokerage community.

Continued implementation of the Downtown Revitalization Plan, including advancing planning of the Sixth Street Beautification project.

Supported business attraction and retention through the interdepartmental Team Corona model, assisting more than 10 companies through the development process.

Enhanced business communication and outreach through the Office of Economic Development social media accounts, sharing business programs, events, and other resources to support entrepreneurship development.

Hosted and cohosted events to facilitate business development and prosperity.

Hosted multiple entrepreneurship programs in partnership with resource agencies and offered in English and Spanish to foster entrepreneurial growth across Corona's diverse community.

Administered the Corona Manufacturing Assistance Program, a multi-agency collaborative program, including educational and workforce partnerships, serving more than 200 manufacturing companies in Corona and connecting them with technical, hiring, and financial assistance.

Promoted the Live Work Corona workforce development campaign by launching a dedicated website (livework.coronaca.gov) with resource information for both job seekers and employers and secured 23 Hire Local Pledges from Corona-based companies committed to hiring local job seekers.

Continued retail attraction efforts in partnership with a consulting firm and held meetings with multiple retailers expanding in the Southern California market.

Completed a Small Business Grants program, funded with American Rescue Plan Act funds, with three grant programs (Entrepreneur, Small, and Downtown Commercial Beautification), awarding 30 small businesses with $10,000 grants and 60 entrepreneurs with $5,000 grants.

Conducted dedicated outreach to the City's largest shopping centers (Shops at Dos Lagos, Crossings at Corona, Corona Hills Plaza, Los Arcos Plaza, and Bedford Marketplace) reaching approximately 60 businesses and supporting shopping center property managers with connection to retail consulting firm to support with any current or future vacancies.

Completed acquisition of all Phase 1 South Mall properties, commenced parking lot improvements, contracted with an architecture firm to prepare renovation plans for two buildings.

Continued acquisition efforts for the North Mall, with 21 of 24 properties acquired or under contract.

What do we plan to do in Fiscal Year 2026?
Continue implementation of the Economic Development Strategic Plan and the economic development priorities and strategies identified in the plan.

Increase participation in the Live Work Corona workforce development initiative by conducting outreach and increasing the number of businesses to take the Hire Local pledge.

Continue implementation of the Downtown Revitalization Plan strategies to enhance Corona's Downtown. Efforts include implementation of the Sixth Street Beautification project and implementation of Downtown branding and wayfinding signage.

Further the Corona Mall revitalization by acquiring remaining properties to better position the site for a complete redevelopment.

Further support the development community to enhance private investment citywide.

Advance development and implementation of the Corona Innovation Center.

Further support manufacturing industry through Corona Manufacturing Assistance Program.

Continue support of entrepreneurship development programming to help with small business creation.

Implement a Business to Business database to support local purchasing of goods and services.

Commence renovation work in selected South Mall buildings.

Continue tenant attraction for South Mall.

Implement a Corona Restaurant Guide in print and online versions.

Expand business development and education efforts through County and State partnerships.

City of Corona | Proposed Budget Fiscal Year 2026 Page 188 Service Adjustment Changes (Operating Budget)
Description Amount
Corona Mall Maintenance Services 25,000
Security Services for South Corona Mall 113,525
Professional and Contract Services for North Mall Development 100,000 Total $ 238,525
City of Corona | Proposed Budget Fiscal Year 2026 Page 189 Economic Development
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((666777...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((222333...999%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((888%%%))) UUUtttiiillliiitttiiieeesss (((000...222%%%)))
Contractual $217,980 $250,062 $544,000 $369,000 -$175,000 -32.2% Materials And Supplies $75,591 $59,900 $144,512 $123,187 -$21,325 -14.8% Personnel Services $861,051 $828,099 $1,000,589 $1,050,724 $50,135 5% Utilities $2,074 $2,894 $3,500 $3,500 $0 0%
Total: $1,156,696 $1,140,955 $1,692,601 $1,546,411 -$146,190 -8.6% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 190 Property Management Budget Detail
What do we do?
Property Management oversees leasable real property at the Historic Civic Center and Corona Mall properties owned by the City.

Responsibilities include lease activities, tenant relations, needs assessment/capital improvements, and related activities needed to operate quasi-public/private facilities seamlessly for the tenants and community. Property and asset management activities shall increase as the City moves towards a centralized City asset management framework.

Goals & Objectives
What did we do in Fiscal Year 2025?
Acquired additional properties in the North and South Corona Mall.

Secured two tenants in the South Corona Mall with grand opening dates in Spring 2025.

Commenced initial strategic planning efforts to determine the future of the Historic Civic Center.

Renewed one lease and renegotiated three (3) leases with tenants at Historic Civic Center.

Conducted property management and maintenance for 20 properties in the North Corona Mall.

Conducted property management and maintenance for 13 properties in the South Corona Mall.

Renegotiated a new lease with the Settlement House for 511 S Vicentia (storage).

Renegotiated a new lease with the YMCA for the 312 S Merrill facility.

Initiated discussions with the YMCA for the Auburndale Facility to expand programming.

Coordinated with the YMCA to vacate City Park facilities.

Coordinated with staff on events, maintenance, etc., to communicate said activities with HCC tenants. Field tenant inquiries, requests, and complaints and coordinate task execution as needed.

Conducted property maintenance activities for three (3) vacant parcels and one (1) vacant-unoccupied single family residence.

Initiated discussions with non-art tenants at HCC regarding conversion to a full arts complex and their tenancy status.

Extended Rental Assistance with the use of ARPA funds through 2024. Each tenant received 50% rent reduction and 100% CAM fee reduction.

Prepared annual possessory interest reports.

What do we plan to do in Fiscal Year 2026?
Assess lease at 152 E Sixth Street, a facility currently leased by the Corona Norco Unified School District.

Renegotiate leases with existing tenants at the Historic Civic Center that align with the future goals of the center.

Annually revisit all leases to determine whether the City will continue leasing depending on needs and coordinate efforts accordingly.

Coordinate facility maintenance and capital needs with the Facility Team.

Assess Historic Civic Center groundskeeping and related efforts with city staff.

Prepare annual possessory interest reports.

Enter into a master operating agreement for property management of the South Corona Mall Properties.

Relocate existing tenants at the North Mall for City-owned properties in order to move forward with the redevelopment of the North Corona Mall.

Entitle a redevelopment project for the North Mall.

Identify a development partner for a mixed-use project for the North Mall.

City of Corona | Proposed Budget Fiscal Year 2026 Page 191 Property Management
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((888999...555%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111000...555%%%))) Contractual $213,525 $213,525 N/A
Materials And Supplies $25,000 $25,000 N/A
Total: $238,525 $238,525 N/A
Name FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 192 Elected Officials
The mission of the City Council is to receive input from the community and formulate policy upon which all City services shall be developed and implemented. The City Council holds regularly scheduled meetings to represent the public on issues brought to its attention. The City Treasurer enhances the economic status of the City while protecting its assets and maximizing the City's funds through prudent investment.

What do we do?
The City of Corona's Elected Officials represent the residents of Corona in their official capacity. The City Council acts as the legislative body for the City and sets citywide policies for efficient and effective governance. The mission of the City Treasurer is to enhance the economic status of the City while protecting its assets and maximizing the management of the City's funds through prudent investment.

Elected Officials Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 193 Elected Officials - Expenditures Summary
$216,878
$44,048
(25.49% vs. prior year)
Expenditures, by Fund
GGGeeennneeerrraaalll FFFuuunnnddd (((111000000%%%)))
General Fund $119,051 $128,773 $172,830 $216,878 $44,048 25.5% Total General Fund: $119,051 $128,773 $172,830 $216,878 $44,048 25.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 194 Elected Officials
Budgeted Expenditures, by Function
CCCiiitttyyy CCCooouuunnnccciiilll (((999333%%%)))
CCCiiitttyyy TTTrrreeeaaasssuuurrreeerrr (((777%%%)))
City Council $104,120 $114,012 $157,810 $201,771 $43,961 27.9% City Treasurer $14,931 $14,761 $15,020 $15,107 $87 0.6% Total: $119,051 $128,773 $172,830 $216,878 $44,048 25.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 195 City Council Budget Detail
What do we do?
The City Council provides policy direction, upon which all City actions, programs, and priorities are based. The Council relies on the input from committees, commissions, and resident input on issues under consideration, to assist in public discussion upon which policy is formulated. The City Council extends its influence through review and comments on proposed federal and state legislation, and through participation in regionally oriented governing bodies.

Goals & Objectives
What did we do in Fiscal Year 2025?
Successfully recognized outstanding Corona residents through recognitions and proclamations.

Represented the City on various regional boards and intergovernmental agencies and supported regional activities.

Continued to encourage community involvement through the appointment of citizens to City commissions, boards, and committees.

Promoted public safety by protecting residents and businesses.

Served as liaisons between the City and the business community.

Adopted policies to continue to enhance the quality of life in Corona.

Provided city staff with direction on the implementation of the Strategic Plan to carry out priorities for the City.

What do we plan to do in Fiscal Year 2026?
Adopt a balanced Budget for Fiscal Year 2026 with projections for Fiscal Year 2027.

Provide policy direction to City staff.

Continue to provide City staff with direction on the Strategic Plan and to determine priorities for the City.

Continue to promote Corona as a business-friendly community.

Continue to receive input from the community.

Represent the city's interest in intergovernmental agencies and boards.

Represent the citizens of Corona fairly and with integrity.

Advocate for the City on state and federal issues.

Create policies to continue a high quality of life in Corona.

Continue to enhance Economic Development.

City of Corona | Proposed Budget Fiscal Year 2026 Page 196 City Council
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888555...444%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111222...666%%%))) UUUtttiiillliiitttiiieeesss (((222%%%)))
Contractual $0 $300 $0 $0 $0 0%
Materials And Supplies $8,441 $18,509 $25,500 $25,500 $0 0% Personnel Services $91,691 $91,407 $128,252 $172,213 $43,961 34.3% Utilities $3,988 $3,796 $4,058 $4,058 $0 0%
Total: $104,120 $114,012 $157,810 $201,771 $43,961 27.9% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 197 City Treasurer Budget Detail
What do we do?
The City Treasurer is an elected position and is responsible for overseeing the custody and safekeeping of all City funds.

Furthermore, the Treasurer has the authority to invest idle funds in certain eligible securities allowed by Government Code Section 53635.

Goals & Objectives
What did we do in Fiscal Year 2025?
Assured compliance with all federal, state, and local laws governing investments.

Reviewed the investment portfolio in accordance with the City Investment Policy and California Government Code.

Conducted quarterly meetings with the Treasury Committee.

Adopted the 2025 Legislative Platform and Financial Priorities.

Worked with the Pension Stabilization Trust Board to analyze and recommend funding to the City Council.

What do we plan to do in Fiscal Year 2026?
Conduct quarterly meetings with the Treasury Committee to provide up-to-date market and economic data and realign the City's investments accordingly.

Review and evaluate the investment portfolio for areas of improved returns while safeguarding the assets.

Submit the Investment Policy for City Council approval.

City of Corona | Proposed Budget Fiscal Year 2026 Page 198 City Treasurer
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((111000000%%%))) Personnel Services $14,931 $14,761 $15,020 $15,107 $87 0.6% Total Personnel Services: $14,931 $14,761 $15,020 $15,107 $87 0.6% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 199 Finance Department
Kim Sitton
Finance Director
The Finance Department is committed to the development of sound fiscal policies. It is responsible for providing financial services and facilitating growth in the City through the efficient management of resources and processes.

The department provides timely, accurate, clear and complete information and support to other City departments, citizens and the community at large.

What do we do?
Within the Citywide Internal Support service area, the Finance Department is responsible for citywide financial administration and overview of warehouse operations.

City of Corona | Proposed Budget Fiscal Year 2026 Page 200 Finance Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 201 Finance - Expenditures Summary
$5,929,437
$903,824
(17.98% vs. prior year)
Expenditures, by Fund
GGGeeennneeerrraaalll FFFuuunnnddd (((999555...333%%%))) IIInnnttteeerrrnnnaaalll SSSeeerrrvvviiiccceee FFFuuunnndddsss (((444...222%%%))) SSSuuucccccceeessssssooorrr AAAgggeeennncccyyy FFFuuunnndddsss (((000...555%%%))) General Fund $3,918,158 $4,645,258 $4,770,907 $5,650,482 $879,574 18.4% Internal Service Funds $232,015 $216,635 $225,971 $248,910 $22,939 10.2% Successor Agency Funds $18,442 $31,897 $28,734 $30,044 $1,310 4.6% Total: $4,168,615 $4,893,789 $5,025,613 $5,929,437 $903,824 18% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 202 Finance
Budgeted Expenditures, by Function
FFFiiinnnaaannnccceee AAAdddmmmiiinnniiissstttrrraaatttiiiooonnn (((999555...333%%%))) WWWaaarrreeehhhooouuussseee (((444...222%%%)))
SSSuuucccccceeessssssooorrr AAAgggeeennncccyyy DDDiiissssssooollluuutttiiiooonnn (((000...555%%%))) Finance Administration $3,918,158 $4,645,258 $4,770,907 $5,650,482 $879,574 18.4% Successor Agency Dissolution $18,442 $31,897 $28,734 $30,044 $1,310 4.6% Warehouse $232,015 $216,635 $225,971 $248,910 $22,939 10.2% Total: $4,168,615 $4,893,789 $5,025,613 $5,929,437 $903,824 18% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) $ Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 203 Finance Administration Budget Detail
What do we do?
The Budget and Revenue function is responsible for preparing and maintaining the City’s operating and capital budgets. This area also monitors all revenue accounts, provides revenue estimates for budgetary purposes, coordinates a Citywide biennial user fee study, and coordinates the cost allocation plan. Other areas of responsibility include activities related to transient occupancy taxes and oversight of the business license program, centralized cashiering, and personnel related activities that include cost analysis and maintaining information for the Human Resources system.

The Development Accounting function administers the financial aspects of the City’s development activities, such as the formation and administration of Community Facility Districts and other land-based financing programs; the City’s long-term debt including issuance, refunding and compliance monitoring; the reporting of Citywide developer impact fees; and the calculation, levying and reporting of special assessment taxes.

The General Accounting function manages and maintains the City’s financial records in conformity with generally accepted accounting principles and in compliance with federal, state, and local laws. It ensures appropriate internal controls are in place to safeguard City assets. The function provides payroll, accounts payable, accounts receivable, financial reporting, grant management, investment activities, and general accounting services. The General Accounting group provides accurate and timely data to internal and external users to analyze various performance indicators and productivity for enhanced accountability and effective use of financial resources.

The Purchasing function is responsible for the procurement of goods and services necessary for the City to serve its constituents in the most responsible, cost-effective manner. In accordance with Corona Municipal Code Chapter 3.08, the Purchasing Division will ensure that all City purchases follow the procedures to implement the City’s participation in the Uniform Public Construction Cost Accounting Act pursuant to California Public Contract Code, Section 22000 et seq.

City of Corona | Proposed Budget Fiscal Year 2026 Page 204 Goals & Objectives
What did we do in Fiscal Year 2025?
Received the thirty-fourth consecutive Certificate of Achievement for Excellence in Financial Reporting from the Government Finance Officers Association (GFOA), the highest form of recognition in governmental accounting and financial reporting.

Received the twenty-first consecutive California Society of Municipal Finance Officers (CSMFO) Excellence in Budgeting Award.

Received the ninth budget award from the GFOA.

Implemented GASB Statement 101 for appropriate accounting and reporting of the City employee’s compensated absences.

Implemented an on-going project to develop and document purchasing processes and procedures which resulted in a list of 40+ items for improvements.

The following purchasing improvement items were completed in FY 2025:

Processed annual purchase orders earlier in the fiscal year.

Evaluated the structure of our purchase orders.

Reviewed agreement language.

Reviewed insurance endorsements/insurance matrix.

Created contract management database/reporting.

Created purchasing process phases and checklists.

Updated purchasing workflow chart.

Created scope of work guidelines.

Distributed weekly P-track status report.

Established recurring P-track review meetings with all departments.

Worked with the Pension Stabilization Trust Board to analyze the City's new unfunded pension liabilities and recommended a FY 2025 pension trust contribution to the City Council.

Worked with Human Resources and Information Technology to evaluate proposals for a new Enterprise Resource Planning (ERP) System, selected a solution, and started the implementation process.

City of Corona | Proposed Budget Fiscal Year 2026 Page 205 What do we plan to do in Fiscal Year 2026?
Receive the GFOA award for the Annual Comprehensive Financial Report (ACFR).

Receive the GFOA and CSMFO awards for the annual adopted budget.

Receive an unmodified opinion from the annual financial audit.

Maintain aging of receivables to be under 90 days.

Process vendor invoices within an average of 30 days.

Ensure successful implementation of the new ERP system Workday.

Update Purchasing Ordinance.

Update Purchasing Manual.

Update RFP and Bid templates.

Update workflow approval code assignments.

Implement simplified agreement for recreation low-risk vendors.

Issue Lease Revenue Bonds for the Downtown Revitalization Plan.

Issue bonds for Water and Sewer Infrastructure Investments.

Service Adjustment Changes (Operating Budget)
Description Amount
Conference - Finance 2,600
Total $ 2,600
Finance Administration
Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888222...888%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111666...444%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((000...888%%%))) Contractual $558,354 $819,978 $831,515 $926,015 $94,500 11.4% Materials And Supplies $182,004 $41,438 $37,490 $46,390 $8,900 23.7% Personnel Services $3,177,800 $3,783,771 $3,901,902 $4,678,077 $776,174 19.9% Utilities $0 $70 $0 $0 $0 0%
Total: $3,918,158 $4,645,258 $4,770,907 $5,650,482 $879,574 18.4% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 206 Successor Agency Dissolution Budget Detail
What do we do?
The Successor Agency is responsible for implementing all legal processes and wind-down activities as outlined in AB X126 and AB 1484 for the elimination of redevelopment agencies and activities.

Goals & Objectives
What did we do in Fiscal Year 2025?
Prepared Annual Recognized Obligation Payment Schedule (ROPS) and Successor Agency Administration Budget to the County Oversight Board and State Department of Finance and received Redevelopment Property Tax Trust Fund (RPTTF) remittances to pay for redevelopment debt.

What do we plan to do in Fiscal Year 2026?
Prepare and submit an Annual Recognized Obligation Payment Schedule (ROPS) and Successor Agency Administration Budget to the County Oversight Board and State Department of Finance in order to receive Redevelopment Property Tax Trust Fund (RPTTF) remittances to pay for redevelopment debt.

City of Corona | Proposed Budget Fiscal Year 2026 Page 207 Successor Agency Dissolution
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888666...333%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111333...777%%%))) Contractual $0 $8,753 $0 $0 $0 0%
Materials And Supplies $8,868 $3,034 $3,113 $4,129 $1,016 32.6% Personnel Services $9,544 $20,101 $25,621 $25,915 $294 1.1% Utilities $30 $9 $0 $0 $0 0%
Total: $18,442 $31,897 $28,734 $30,044 $1,310 4.6%
Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 208 Warehouse Budget Detail
What do we do?
The Warehouse Services Program provides for a centralized inventory and warehouse operations, storage, shipping, receiving, and distribution operations for inventory items, file archives, surplus material, and housing of supplies and equipment requiring temporary storage.

Goals & Objectives
What did we do in Fiscal Year 2025?
Closely monitored Warehouse inventory and ensured adequate inventory supply levels were maintained to support Citywide operations.

Reviewed minimum and maximum required quantities throughout the warehouse to ensure stock is available when needed, without carrying an excessive number of parts.

What do we plan to do in Fiscal Year 2026?
Continue to closely monitor Warehouse inventory to ensure adequate inventory supply levels are maintained to support the City as a whole.

Continue to fine tune warehouse reporting to allow staff to more efficiently source products using "just in time" (JIT) ordering.

Expand storage capacity of facility more efficiently to generate increased storage options.

Continue to optimize visual information for all items found on NexGen. Update pictures and information currently not available on all items.

City of Corona | Proposed Budget Fiscal Year 2026 Page 209 Warehouse
Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888888...777%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111000...888%%%))) UUUtttiiillliiitttiiieeesss (((000...555%%%)))
Contractual $0 $38,000 $0 $0 $0 $0 0%
Depreciation $0 $0 $12,433 $0 $0 $0 0%
Materials And
Supplies
$5,806 $26,555 -$13,529 $26,989 $26,858 -$131 -0.5%
Personnel Services $225,223 $185,872 $216,732 $197,682 $220,827 $23,145 11.7% Utilities $985 $1,300 $999 $1,300 $1,225 -$75 -5.8%
Total: $232,015 $251,727 $216,635 $225,971 $248,910 $22,939 10.2% Name FY2023
Actual
FY2024
Adopted
FY2024
Actual
FY2025
Adopted
FY2026
Proposed
$ Change (Prop. to
Adop.)
$ Change (Prop. to
Adop.)
City of Corona | Proposed Budget Fiscal Year 2026 Page 210 Fire
Brian Young
Fire Chief
The mission of the Corona Fire Department is to prevent or minimize the loss of life, damage to the environment, and loss of property from the adverse effects of fire, medical emergencies, and hazardous conditions.

What do we do?
Within the Public Safety and Emergency Response service area, the Fire Department provides a variety of services. Through effective emergency operations, the Corona Fire Department strives to be a professional and compassionate organization that sets the standard for excellence through our service, dedication, and commitment to the community.

City of Corona | Proposed Budget Fiscal Year 2026 Page 211 City of Corona | Proposed Budget Fiscal Year 2026 Page 212 Fire Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 213 Fire - Expenditures Summary
$40,262,634
$4,576,862
(12.83% vs. prior year)
Expenditures, by Fund
AAAllllll FFFuuunnndddsss (((111000000%%%)))
General Fund $30,784,801 $33,382,688 $35,601,968 $39,824,536 $4,222,568 11.9% Special Revenue Funds $3,301 $4,014 $83,804 $438,099 $354,295 422.8% Total: $30,788,102 $33,386,702 $35,685,772 $40,262,634 $4,576,862 12.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 214 Fire
Budgeted Expenditures, by Function
FFFiiirrreee OOOpppeeerrraaatttiiiooonnnsss (((888777...999%%%))) FFFiiirrreee PPPrrreeevvveeennntttiiiooonnn (((555...333%%%))) FFFiiirrreee AAAdddmmmiiinnniiissstttrrraaatttiiiooonnn (((333...555%%%))) TTTrrraaaiiinnniiinnnggg AAAnnnddd SSSaaafffeeetttyyy (((222...555%%%))) EEEmmmeeerrrgggeeennncccyyy SSSeeerrrvvviiiccceeesss (((000...777%%%))) Emergency Services $419,955 $538,229 $240,278 $278,292 $38,013 15.8% Fire Administration $782,501 $825,002 $911,480 $1,426,972 $515,492 56.6% Fire Operations $27,252,818 $29,496,524 $31,656,357 $35,407,546 $3,751,189 11.8% Fire Prevention $1,328,814 $1,453,771 $1,906,122 $2,123,759 $217,637 11.4% Training And Safety $1,004,014 $1,073,176 $971,534 $1,026,066 $54,532 5.6% Total: $30,788,102 $33,386,702 $35,685,772 $40,262,634 $4,576,862 12.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 215 Fire Administration Budget Detail
What do we do?
The Administration Division consists of the Fire Chief, finance, and administrative support staff. The Division provides leadership, departmental oversight, planning, and policy direction. The Administration division is responsible for the overall management of the Fire Department, including fiscal management, personnel matters, labor relations, and special projects. Additionally, the Administration Division provides support services for all other Fire Department Divisions, and customer service to the public.

Goals & Objectives
What did we do in Fiscal Year 2025?
Implemented a peer support canine program.

Increased community outreach and education initiatives.

Finalized and implemented organizational structure changes.

Identified organizational structure changes to support succession planning.

Conduct organization-wide training on Emotional Intelligence.

Enhanced the Fire Cadet program as a recruitment and retention tool.

Prioritized firefighter health initiatives aimed at reducing injuries.

What do we plan to do in Fiscal Year 2026?
Expand Wildland Protection Agreements (WPA) with stakeholders.

Formalize the long-term sustainability/replacement program for fire apparatus.

Embrace new technologies to improve response times and operational efficiency.

Begin the Accreditation process for the agency.

Expand Virtual Reality (VR) platforms for training and community education.

Formalize the asset replacement plan.

Begin upgrades and enhancements to Fire Station 2.

City of Corona | Proposed Budget Fiscal Year 2026 Page 216 Fire Administration
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999777...999%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((222%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((000...111%%%)))
Contractual $6,772 $610 $1,800 $1,800 $0 0%
Materials And Supplies $35,225 $43,885 $30,272 $28,371 -$1,901 -6.3% Personnel Services $740,494 $780,498 $879,408 $1,396,801 $517,393 58.8% Utilities $10 $9 $0 $0 $0 0%
Total: $782,501 $825,002 $911,480 $1,426,972 $515,492 56.6% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 217 Training and Safety Budget Detail
What do we do?
The Training and Safety Division is responsible for maintaining all applicable certification and licensing records, course and instructor development, maintaining and updating training materials, administering skills testing and instruction, developing health and safety programs, monitoring safety trends, and implementing programs to reduce risk. In addition to standard performance drills, each firefighter completes well over 240 hours of annual training. Areas of training include fire suppression, ladder technique and safety, wildland firefighting, auto extrication, emergency medical services, hazardous materials, swift water rescue, trench rescue, active shooter triage, and fire ground survival. Corona Firefighters collaboratively train with other departments to address agency protocols, inter-agency communication, mutual/automatic aid agreements, operational plans, and unified command. Fire Training also works with statewide organizations tasked with supporting recruitment endeavors through standardized testing, validation, and eligibility lists.

Goals & Objectives
What did we do in Fiscal Year 2025?
Trained multiple individuals in specialized skills to address attrition and organizational needs.

Onboarded and trained new Firefighters, Firefighter Paramedics, Fire Apparatus Engineers and Fire Captains.

Provided leadership training to all Fire Captains.

Rehabilitated training center support building.

What do we plan to do in Fiscal Year 2026?
Install an upgraded live fire training simulator.

Deliver quarterly department-wide multi-company drills to maintain and enhance fire ground skillsets and safety.

Provide specialized training across all special operations disciplines to bolster the effectiveness, safety, and interoperability of all-risk operations.

Onboard and train new Firefighters, Firefighter Paramedics, Fire Apparatus Engineers, Fire Captains, and Battalion Chiefs.

City of Corona | Proposed Budget Fiscal Year 2026 Page 218 Training and Safety
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((777666...888%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111444...444%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((888...999%%%)))
Contractual $68,626 $40,352 $91,000 $91,000 $0 0%
Materials And Supplies $116,034 $130,086 $146,938 $147,295 $357 0.2% Personnel Services $818,429 $901,815 $733,596 $787,771 $54,175 7.4% Utilities $924 $923 $0 $0 $0 0%
Total: $1,004,014 $1,073,176 $971,534 $1,026,066 $54,532 5.6% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 219 Emergency Services Budget Detail
What do we do?
Emergency Services, commonly referred to as Emergency Management, is charged with reducing community vulnerability to hazards and improving the capability to cope with disasters. Emergency Management protects communities by coordinating and integrating all activities necessary to build, sustain, and improve the capability to mitigate against, prepare for, respond to, and recover from threatened or actual natural disasters, acts of terrorism, or other human-made disasters. This is achieved by implementing the four phases of Emergency management (Mitigation, Planning, Response, Recovery). This includes the development and implementation of Emergency Plans, the training and exercising of city staff to these plans, and ensuring the overall readiness of the City Emergency Operation Center (EOC). The division coordinates with County, State, and Federal partners to secure financial reimbursement for damages incurred during a disaster. Additionally, Emergency Manager seeks, applies for, and manages numerous State and Federal grants. The division also oversees the Community Emergency Response Team (CERT) training program.

Goals & Objectives
What did we do in Fiscal Year 2025?
Completed Teen CERT Classes at Santiago and Centennial High Schools.

Completed Spanish CERT Academy class to expand accessibility and participation in emergency training.

Completed Basic English CERT Academy Spring launch, teaching 52 Corona residents in emergency training and preparedness.

Completed the 2023-2028 FEMA approved Local Hazard Mitigation Plan (LHMP) and updated the Safety Element of the General Plan to align with current mitigation strategies.

Conducted a large-scale functional vegetation exercise with EOC staff.

Conducted position-specific, and section-specific training for EOC staff.

Created Job Aids for all EOC positions.

Updated the Emergency Operations Plan.

What do we plan to do in Fiscal Year 2026?
Launch Teen Community Emergency Response Team (CERT) training programs at Corona and Orange Grove High Schools to engage youth in emergency preparedness.

Incorporate Narcan/Opioid awareness into community outreach initiatives to address public health and safety.

Participate in community outreach events including Summer Street Fairs, and the Christmas Tree Lighting.

Basic English CERT Academy Fall Launch offering English-language CERT academy to Corona residents.

Coordination of a large-scale earthquake response exercise involving the Emergency Operations Center (EOC) team to strengthen readiness and interdepartmental coordination.

Continue to grow the Department of Defense Skillbridge program to provide transitioning service members with hands-on emergency management experience.

Continued development and standardization of alert and warning templates to improve the speed and clarity of public notifications during emergencies.

City of Corona | Proposed Budget Fiscal Year 2026 Page 220 Service Adjustment Changes (Operating Budget)
Description Amount
Prehospital Blood Transfusion Program 15,000
Total $ 15,000
Emergency Services
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888999%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((777...777%%%))) UUUtttiiillliiitttiiieeesss (((222...222%%%)))
CCCooonnntttrrraaaccctttuuuaaalll (((111...111%%%)))
Contractual $65,641 $148,960 $3,000 $3,000 $0 0%
Materials And Supplies $185,882 $146,516 $20,607 $21,301 $694 3.4% Personnel Services $161,184 $237,722 $210,471 $247,791 $37,319 17.7% Utilities $7,248 $5,030 $6,200 $6,200 $0 0%
Total: $419,955 $538,229 $240,278 $278,292 $38,013 15.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 221 Fire Prevention Budget Detail
What do we do?
One of the core services a Fire Department must provide is to prevent conflagration and minimize fire losses. The Fire Prevention Division strives to minimize potential fire hazards through education, engineering, and enforcement. They are responsible for administering the California Fire Code, California Coe of Regulation Titles 19 and 24, and nationally recognized standards and practices. These relate to compliance with fire and life safety requirements set by local, state, and federal governments and apply to both new and existing occupancies. The Prevention Division provides services in the areas of new construction inspections, statemandated inspections, hazardous materials disclosures, life safety compliance, weed abatement, fuel modification, youth intervention, and fire investigations.

Goals & Objectives
What did we do in Fiscal Year 2025?
Hired and trained a new Fire Inspector II to perform in-house plan reviews.

Converted a part-time Office Assistant position to full-time, increasing administrative support and allowing Fire Inspector I staff to spend more time in the field on technical duties.

Implement a new program by ordinance requiring fire inspections prior to issuance of a new business license.

Adopted the 2025 Fire Hazard Severity Zone map by ordinance, including moderate, high, and very high severity zones.

What do we plan to do in Fiscal Year 2026?
Focus on succession planning.

Adopt a defensible space ordinance specific to the City of Corona.

Complete the code adoption process to include the California Fire Code and the New California Wildland Urban Interface Code.

Complete an updated fuel modification plan to the Sierra Del Oro area with actionable items.

Complete Wildfire Master Mitigation Plan.

Service Adjustment Changes (Operating Budget)
Description Amount
Purchase of Books For New Building and Fire Codes 4,000 Weed Abatement Program 25,000
Total $ 29,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 222 Fire Prevention
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999111...333%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((555...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((222...666%%%)))
UUUtttiiillliiitttiiieeesss (((000...333%%%)))
Contractual $52,644 $38,081 $30,000 $55,000 $25,000 83.3% Materials And Supplies $87,595 $96,331 $139,548 $124,883 -$14,665 -10.5% Personnel Services $1,183,037 $1,315,333 $1,730,650 $1,937,952 $207,302 12% Utilities $5,538 $4,026 $5,924 $5,924 $0 0%
Total: $1,328,814 $1,453,771 $1,906,122 $2,123,759 $217,637 11.4% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 223 Fire Operations and Suppression Budget Detail
What do we do?
Fire Operations and Suppression personnel safeguard Corona citizens and visitors with well-trained and equipped professional firefighters. The Operations section responds to all hazards of emergencies that threaten life, property, or the environment. A daily total of 33 firefighters provides a constant state of readiness from seven fire stations 24/7. These firefighters provide Advanced and Basic Life Support at medical emergencies, extinguish fires, participate in search and rescue operations, respond to catastrophic events, and ensure the City's readiness to respond to and recover from extraordinary emergencies and disasters that impact the City of Corona. Specialized teams include Hazardous Materials Response, Swift Water Rescue, Rope Rescue, Auto Extrication, Multiple Casualty Response, Tactical Response, and Confined Space Rescue. Operations personnel also conduct fire inspections of existing occupancies. The Operations Division also participates in the Statewide Master Mutual Aid Agreement and responds to emergencies under contractual and automatic aid agreements with surrounding communities.

Goals & Objectives
What did we do in Fiscal Year 2025?
Deployed a more technologically advanced self-contained breathing apparatus platform.

Supported major incidents through statewide master mutual aid.

Two low acuity call squads placed in service.

Transitioned to a fire centric dispatch center.

Enhanced Emergency Medical Dispatch capabilities.

Expanded the unmanned aerial vehicle (drone) program.

Developed and gained approval for a field blood products transfusion program.

What do we plan to do in Fiscal Year 2026?
Continued replacement of end-of-life light-duty vehicles and fire apparatus.

Continue to create a sustainable blood supply to support the program.

Implement a new digital CAD integrated building pre-plan program.

Upgrade all portable and mobile radios to PSEC capable devices.

Transition to the PSEC radio system for all radio communications.

Transition to a state-of-the-art Computer Aided Dispatch program.

Add a 24-hour Safety Officer / Public Information Officer and drone response.

Establish a Rapid Emergency Medical Services (REMS) module.

Service Adjustment Changes (Operating Budget)
Description Amount
Fire Station #3 Dormitory Renovation 50,000
Fire Station #3 Bathrooms Renovation 50,000
Fire Station #6 Flooring Replacement 15,000
Increase coverage acreage for Wildland Protection Agreement 62,848 Subscription for Public Safety Enterprise Communication (PSEC) 62,497 Total $ 240,345
City of Corona | Proposed Budget Fiscal Year 2026 Page 224 Fire Operations and Suppression
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999111...666%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((777%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111...444%%%)))
UUUtttiiillliiitttiiieeesss (((000...111%%%)))
Capital Outlay $34,431 $0 $0 $0 $0 0%
Contractual $258,235 $380,809 $286,500 $479,348 $192,848 67.3% Materials And Supplies $3,270,612 $2,563,896 $2,214,968 $2,468,035 $253,067 11.4% Personnel Services $23,651,477 $26,534,527 $29,118,448 $32,423,722 $3,305,274 11.4% Utilities $38,063 $17,292 $36,441 $36,441 $0 0%
Total: $27,252,818 $29,496,524 $31,656,357 $35,407,546 $3,751,189 11.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 225 General Government/Debt Service
The purpose of the General Government budget is to provide a means for allocating resources for specific items that are of benefit to multiple departments and require special planning, implementation, and monitoring.

What do we do?
General Government and General City Responsibility relate to city obligations that are not readily assignable to a single department. It also refers to costs which may provide a benefit to multiple departments and programs. General City Responsibility also relates to the cost of utilities to service city buildings (such as natural gas, electricity and water).

Expenditures Summary
$71,996,372
$2,121,257
(3.04% vs. prior year)
Expenditures, by Fund
GGGeeennneeerrraaalll FFFuuunnnddd (((888333...555%%%))) AAAgggeeennncccyyy FFFuuunnndddsss (((111000...444%%%))) DDDeeebbbttt SSSeeerrrvvviiiccceee FFFuuunnndddsss (((222...999%%%))) SSSuuucccccceeessssssooorrr AAAgggeeennncccyyy FFFuuunnndddsss (((111...888%%%))) EEEnnnttteeerrrppprrriiissseee FFFuuunnndddsss (((111%%%))) IIInnnttteeerrrnnnaaalll SSSeeerrrvvviiiccceee FFFuuunnndddsss (((000...333%%%))) CCCaaapppiiitttaaalll PPPrrrooojjjeeeccctttsss FFFuuunnndddsss (((000...222%%%))) City of Corona | Proposed Budget Fiscal Year 2026 Page 226 Capital Projects Funds $131,584 $140,362 $146,201 $146,202 $1 0% Debt Service Funds $2,112,750 $2,114,950 $2,109,850 $2,107,950 -$1,900 -0.1% General Fund $48,013,312 $49,744,165 $57,686,006 $60,115,421 $2,429,415 4.2% Special Revenue Funds $23,667 $25,245 $26,296 $26,296 $0 0% Enterprise Funds $982,552 $712,795 $686,126 $686,309 $183 0% Internal Service Funds $189,485 $186,572 $182,503 $182,509 $6 0% Agency Funds $7,572,846 $12,859,035 $7,344,810 $7,460,967 $116,157 1.6% Successor Agency Funds $2,667,351 $1,744,389 $1,693,323 $1,270,718 -$422,605 -25% Total: $61,693,545 $67,527,513 $69,875,115 $71,996,372 $2,121,257 3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) General Government/Debt Service
Budgeted Expenditures, by Function
DDDeeebbbttt SSSeeerrrvvviiiccceee (((555000%%%)))
GGGeeennneeerrraaalll GGGooovvveeerrrnnnmmmeeennnttt (((444333...777%%%))) GGGeeennneeerrraaalll GGGooovvveeerrrnnnmmmeeennnttt UUUtttiiillliiitttiiieeesss (((666...333%%%))) Debt Service $35,397,098 $40,169,465 $35,547,035 $35,969,118 $422,083 1.2% General Government $22,811,258 $23,470,150 $29,858,676 $31,479,977 $1,621,301 5.4% General Government Utilities $3,485,189 $3,887,897 $4,469,404 $4,547,277 $77,873 1.7% Total: $61,693,545 $67,527,513 $69,875,115 $71,996,372 $2,121,257 3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 227 Debt Service Budget Detail
What do we do?
The City's annual operating budget includes provisions to ensure the prompt and full payment of annual debt service (i.e. principal and interest), which is incurred upon outstanding debt instruments previously issued by the City. The proceeds of debt are typically used to either finance the construction of infrastructure (rather than cash funding the capital project) or to refinance existing debt at a lower interest rate (if market conditions are favorable).

The City is required to pay debt service in accordance to bond covenants and indentures, which generally, may "pledge" City revenue (and its "full faith and credit") to guarantee that it fulfills its obligations to investors and provide remedies against the unlikely event of default. Prompt and full payment of annual debt service also ensures that the City maintains favorable bond ratings.

Non-City debt service refers to debt service in which the City merely acts as an agent/trustee. In the City of Corona, this situation arises from special taxes levied on property within, for example, a community facilities district, which is then collected by the City to pay debt service. The City has the obligation to pay debt service, even in the event of a delinquency (by a property owner).

Debt Service
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((999999...777%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((000...333%%%)))
Contractual $828,192 $111,630 $141,967 $103,967 -$38,000 -26.8% Materials And Supplies $34,568,906 $40,057,836 $35,405,068 $35,865,151 $460,083 1.3% Total: $35,397,098 $40,169,465 $35,547,035 $35,969,118 $422,083 1.2% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 228 General Government Budget Detail
What do we do?
Citywide shared costs relate to items which provide a benefit to multiple departments and programs, such as citywide credit card transaction/processing fees, insurance premiums, and the General Fund's share of internal service charges for the information technology and warehouse functions.

One shared cost is the City's obligation to pay certain other post-employment benefits to retirees (OPEB), consisting primarily of retiree medical costs. To mitigate the further escalation of OPEB costs, the City established an irrevocable OPEB trust fund through the California Employers' Retiree Benefit Trust (CERBT) Program in March 2008. The current fiscal policy is to fund the annual required contribution (ARC). The ARC is an actuarially-determined annual contribution that addresses current costs (for active retirees) and future costs (for eligible, current employees) which the City is obligated to pay. OPEB is categorized as a personnel cost.

General Government
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((555888...999%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((333666...111%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((555%%%)))
Contractual $843,574 $1,177,862 $1,551,856 $1,583,429 $31,573 2% Materials And Supplies $14,300,837 $14,727,921 $17,092,024 $18,545,212 $1,453,188 8.5% Other Sources Expense $184,958 $0 $0 $0 $0 0%
Personnel Services $7,481,888 $7,556,676 $11,214,796 $11,351,336 $136,540 1.2% Utilities $0 $7,691 $0 $0 $0 0%
Total: $22,811,258 $23,470,150 $29,858,676 $31,479,977 $1,621,301 5.4% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 229 General Government Utilities for City Facilities Budget Detail What do we do?
This relates to the cost of utilities to service city buildings (such as natural gas, electricity, and water).

General Government Utilities for City Facilities
Budgeted Expenditures, by Expense Type
UUUtttiiillliiitttiiieeesss (((111000000%%%)))
Utilities $3,485,189 $3,887,897 $4,469,404 $4,547,277 $77,873 1.7% Total Utilities: $3,485,189 $3,887,897 $4,469,404 $4,547,277 $77,873 1.7% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 230 Human Resources
Lori Sassoon
Chief Talent Officer
The Human Resources Department is committed to the development of sound personnel management policies. It is responsible for providing human resources based services and facilitating growth in the City. In addition, it strives to develop and maintain high quality personnel resources to manage the City's operations with integrity.

What do we do?
Human Resources is responsible for the management of human resources and employee safety programs. We partner with City departments to hire, compensate, train, support and create a workforce dedicated to delivering high quality services, which makes Corona a special place to live, work, and thrive.

City of Corona | Proposed Budget Fiscal Year 2026 Page 231 Human Resources Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 232 Human Resources - Expenditures Summary
$3,225,556
$137,775
(4.46% vs. prior year)
Expenditures, by Fund
GGGeeennneeerrraaalll FFFuuunnnddd (((111000000%%%)))
General Fund $2,223,967 $2,662,553 $3,087,781 $3,225,556 $137,775 4.5% Total General Fund: $2,223,967 $2,662,553 $3,087,781 $3,225,556 $137,775 4.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 233 Human Resources
Budgeted Expenditures, by Function
HHHuuummmaaannn RRReeesssooouuurrrccceeesss (((777999...666%%%))) SSSaaafffeeetttyyy AAAnnnddd TTTrrraaaiiinnniiinnnggg (((222000...444%%%))) Human Resources $1,850,329 $2,153,753 $2,399,287 $2,567,182 $167,895 7% Safety AndTraining $373,638 $508,799 $688,494 $658,375 -$30,119 -4.4% Total: $2,223,967 $2,662,553 $3,087,781 $3,225,556 $137,775 4.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 234 Human Resources Budget Detail
What do we do?
The Human Resources (HR) function monitors and evaluates current City programs and policies and develops and enhances new or existing programs to achieve organizational goals. Additionally, the program ensures legal compliance in all facets of human resources management.

In the area of benefits, the Department provides information and assistance to all staff including medical, dental, vision, 457 accounts, CalPERS retirement, flexible spending accounts and Employee Assistance Programs. Additionally, HR coordinates compliance with disability laws; is responsible for centralized administration and maintenance of City staff benefits transactions and employee file data; implements the provisions of the Affordable Care Act and monitors ongoing legal compliance requirements; provides service to employees nearing retirement and to all City retirees. HR also administers retiree health benefits, including health & Medicare reimbursement, COBRA, and flexible benefit elections; administers the tuition reimbursement and computer loan programs; provides Disability Interactive Process for non-industrial injuries & coordinates compliance with disability laws; provides Reasonable Accommodations/Temporary Light Duty Assignments.

With regard to classification and compensation, HR administers the City's classification plan and compensation system; conducts and implements classification, reclassification, and organizational studies; research, analyzes, audits, and participates in the maintenance of the City's classification plans; and works with Finance to oversee the City's Position Library and Compensation Plan.

In the area of Employee/Labor Relations, HR provides coaching and guidance to management and supervisors in performance management, discipline and dismissal, and complaint/grievance processing; mediates/negotiates resolution of complaints between management and employees; and provides MOU and Resolution interruption to management, staff, and associations. HR also administers the City's Family Medical Leave, California Family Rights Act, California Pregnancy Disability Leave, and other leaves covered by City policy to ensure compliance with State and Federal Law.

HR oversees recruitment and selection procedures to help build and maintain a high-quality workforce and sustain a high performing organization; ensures that all phases of recruitment and selection comply with applicable federal, state, and local laws, regulations, and guidelines; conducts background checks to determine applicant suitability for City employment and volunteers; negotiates final salary and discuss benefit plans and options with potential new hires; oversees procedures, forms, and onboarding services for all departments; and administers New Hire Orientation.

Organizational Development is another key function housed in Human Resources. In collaboration with the City Manager’s Office, HR focuses on skill development for employees across the organization, facilitating training opportunities, building employee engagement, and supporting the City’s organizational culture.

City of Corona | Proposed Budget Fiscal Year 2026 Page 235 Goals & Objectives
What did we do in Fiscal Year 2025?
Successfully negotiated three-year Memoranda of Understanding with the City’s five recognized bargaining groups, as well as three-year Resolutions governing compensation and benefits for the City’s three unrepresented groups. These new agreements and resolutions provide market-based compensation adjustments to promote workforce retention, while balancing the need for fiscal sustainability.

Conducted an annual employee engagement survey, gathering valuable insights to enhance employee satisfaction and organizational performance.

Launched the “Inner Circle Inside Edition”, a monthly newsletter that provides important communication to all City employees Continued work on updating Administrative Policy Library, ensuring policies are current and aligned with legal requirements and best practices, and implementing needed policies where none had previously been created.

Organized and hosted an informative Employee Benefits Fair, enabling employees to gain a deeper understanding of the diverse range of benefits offered by the City.

Successfully completed RFP review process and began the multi-year project to implement Work Day as the new ERP system in collaboration with Finance and IT, to replace the City’s legacy OneSolution system.

Continued enhancing the Employee Wellness Program, promoting employee well-being, and fostering a healthy work- life balance.

Continued an Employee Mentorship Program encouraging knowledge sharing, skill enhancement and career progression through the pairing of experienced mentors with less experienced colleagues.

Inaugurated the City’s “What’s Your Big Idea?” program, inviting employees to submit their best ideas to improve services or reduce City expenses. The first cycle of this program brought in more than 100 ideas, with four ideas ultimately selected as the contest winners.

Implemented a regular calendar of professional development opportunities for employees citywide, capitalizing on webinar opportunities to deliver cost-effective training to larger numbers of team members.

In a year of significant staff transition, we onboarded six (6) new team members, promoted two (2) team members into new roles, and brought on two (2) temporary staff to assist with the Work Day implementation workload.

What do we plan to do in Fiscal Year 2026?
Continue implementation and successfully go live with new Work Day ERP system in late Spring 2026, to include workforce development, performance management, training, absence management, position management, and payroll. Once live, employees will be able to complete most common tasks via the Work Day mobile app.

Complete the update to the Administrative Policy Library, combining all policies into a singular Policy Manual that also include the City’s Personnel Rules.

Continue to create and facilitate professional growth workshops, including the launch of the Corona Academy, a multi-track development program for employees at all levels.

Expand the use of survey tools to measure employee engagement in real time, and respond to trends with appropriate communication, training, and other tools
Service Adjustment Changes (Operating Budget)
Description Amount
Personnel Investigations 25,000
Conferences and Training - Human Resources 10,000
Total $ 35,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 236 Human Resources
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((777999...333%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111333...222%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((777...555%%%))) Contractual $215,839 $219,846 $365,000 $340,000 -$25,000 -6.8% Materials And Supplies $147,922 $183,061 $192,950 $192,400 -$550 -0.3% Personnel Services $1,485,950 $1,750,217 $1,840,337 $2,034,782 $194,445 10.6% Utilities $618 $630 $1,000 $0 -$1,000 -100%
Total: $1,850,329 $2,153,753 $2,399,287 $2,567,182 $167,895 7% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 237 Safety and Training Budget Detail
What do we do?
The mission of the Safety Division is to develop, maintain, and promote policies, procedures and programs necessary to maintain a safe and healthy environment for staff and visitors of the City of Corona. To accomplish this mission, the Safety Division oversees and implements a citywide comprehensive safety program that includes developing and coordinating safety training and ensuring employees are compliant with required instructor-led and web-based trainings; ensures accurate tracking and recordkeeping of all safety driven trainings via our Learning Management System (LMS); oversees high risk safety programs such as Aerosol Transmissible Diseases, Respiratory Protection Program, Hearing Conservation, Lead Surveillance, Heat Illness, Confined Space, and Lock Out/Tag Out; conducts Environmental Health and Safety (EHS) audits in collaboration with Supervisors, Job Safety Analyses (JSA) to identify new and existing hazards, and accident, incident, and complaint investigations. The Safety Division also coordinates safety programs such as safety footwear, vaccinations, DOT Commercial Driver Program, and ergonomics.

Goals & Objectives
What did we do in Fiscal Year 2025?
Developed and/or updated three critical written safety programs and procedures - Workplace Violence Prevention Program, Injury and Illness Program, and Respiratory Protection Program.

Implemented a citywide Department Safety Representative Program that facilitated safety activities and promoted a proactive safety culture in each Department.

Customized and facilitated in-house online and in-person safety training such as CPR and Forklift Training Implemented a citywide digital Enterprise Health and Safety System that unified each department and provide a “one stop shop”for all safety related activities including incident notifications, Cal/OSHA 300 Recordkeeping and inspections.

Collaborated with departments and finalized corrective action plans to close the gaps identified in each department’s Gap Analysis.

What do we plan to do in Fiscal Year 2026?
Develop and/or update four critical written safety programs and procedures - Aerosol Transmissible Diseases/Zoonotics, Lead Surveillance Program, Hazard Communication Program, and Indoor/Outdoor Heat Illness Program.

Track Leading and Lagging Safety Data that are submitted through the digital EHS System to identify potential safety issues that helps drive performance and continuous improvement.

Continue to customize and facilitate in-house online and in-person safety training that provides more effective and specific trainings that are applicable to City employees.

Perform Job Safety Analysis (JSA) in collaboration with departments to identify new and existing hazards.

City of Corona | Proposed Budget Fiscal Year 2026 Page 238 Safety and Training
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((666000...333%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((222111...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111777...777%%%))) UUUtttiiillliiitttiiieeesss (((000...000888%%%)))
Contractual $31,816 $68,601 $118,400 $116,600 -$1,800 -1.5% Materials And Supplies $120,741 $199,518 $246,670 $144,470 -$102,200 -41.4% Personnel Services $220,632 $240,182 $322,924 $396,805 $73,881 22.9% Utilities $449 $498 $500 $500 $0 0%
Total: $373,638 $508,799 $688,494 $658,375 -$30,119 -4.4% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 239 Information Technology
Chris McMasters
Chief Information Officer
The mission of the Information Technology Department is to serve the City and its citizens by providing the technical framework, strategic vision and forward thinking technological solutions to facilitate better outcomes through technology.

What do we do?
The Information Technology Department provides technologically innovative solutions to enhance the delivery of services that improve the lives of the citizens and employees of the City of Corona.

City of Corona | Proposed Budget Fiscal Year 2026 Page 240 City of Corona | Proposed Budget Fiscal Year 2026 Page 241 Information Technology Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 242 Information Technology - Expenditures Summary
$17,380,168
$2,238,320
(14.78% vs. prior year)
Expenditures, by Fund
IIInnnttteeerrrnnnaaalll SSSeeerrrvvviiiccceee FFFuuunnndddsss (((999555...666%%%))) GGGeeennneeerrraaalll FFFuuunnnddd (((444...444%%%)))
General Fund $318,995 $725,037 $736,222 $760,962 $24,740 3.4% Internal Service Funds $10,969,818 $16,089,563 $14,405,625 $16,619,205 $2,213,580 15.4% Total: $11,288,813 $16,814,600 $15,141,847 $17,380,168 $2,238,320 14.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 243 Information Technology
Budgeted Expenditures, by Function
IIInnnfffooo TTTeeeccchhh---CCCooonnntttrrraaaccctttsss///RRReeennneeewwwaaalllsss (((555777...555%%%))) IIInnnfffooo TTTeeeccchhh---AAAdddmmmiiinnniiissstttrrraaatttiiiooonnn (((333222...777%%%))) IIInnnfffooo TTTeeeccchhh---MMMooobbbiiillleee DDDaaatttaaa CCCooommmpppuuuttteeerrr (((666...222%%%))) IIInnnfffooo TTTeeeccchhh---GGGIIISSS (((222...333%%%))) IIInnnfffooo TTTeeeccchhh---TTTaaabbbllleeetttsss (((000...555%%%))) IIInnnfffooo TTTeeeccchhh---RRRaaadddiiiooo///CCCooommmmmm (((000...444%%%))) Info Tech-Administration $4,364,669 $5,587,634 $5,255,481 $5,690,835 $435,354 8.3% Info Tech-Contracts/Renewals $6,013,845 $10,078,263 $8,387,043 $9,998,629 $1,611,586 19.2% Info Tech-GIS $79,924 $211,252 $405,200 $394,000 -$11,200 -2.8% Info Tech-Mobile Data Computer $390,051 $804,212 $861,011 $1,084,367 $223,356 25.9% Info Tech-Projects $371,725 $71,564 $57,005 $57,005 $0 0% Info Tech-Radio/Comm $68,600 $19,765 $87,449 $71,532 -$15,917 -18.2% Info Tech-Tablets $0 $41,909 $88,658 $83,800 -$4,858 -5.5% Total: $11,288,813 $16,814,600 $15,141,847 $17,380,168 $2,238,320 14.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 244 Information Technology Administration Budget Detail
What do we do?
Information Technology Administration and Operations include support of departmental personnel, employee training, office equipment, cybersecurity, emergency communications systems, broadcasting, computer equipment, and software.

Goals & Objectives
What did we do in Fiscal Year 2025?
Addition of Software Analyst and ERP Administrator to address the needs of the ERP project.

Piloted many different AI projects for almost every department.

Provided employee training for certification and improvement of IT skills and knowledge.

What do we plan to do in Fiscal Year 2026?
Addition of a GIS Manager to manage the GIS Team and transition the IT Administrative Assistant to full-time.

Continue piloting and deploying new projects and technologies, including AI.

Continue employee training for certification and improvement of IT skills and knowledge.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Reclassify PT Administrative Assistant to FT 32,535 Hardware/Software/IT cost for New Positions throughout City Department 5,823 Total $ 38,358
City of Corona | Proposed Budget Fiscal Year 2026 Page 245 Information Technology Administration
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999555...777%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((333...777%%%))) UUUtttiiillliiitttiiieeesss (((000...555%%%)))
CCCooonnntttrrraaaccctttuuuaaalll (((000...000555%%%))) Capital Outlay -$149,721 $86,100 $0 $0 $0 0%
Contractual $7,618 $3,336 $3,000 $3,000 $0 0%
Depreciation $4,250 $30,869 $0 $0 $0 0%
Materials And Supplies $150,211 $266,106 $201,828 $211,213 $9,385 4.6% Personnel Services $4,311,953 $5,166,673 $5,021,103 $5,447,072 $425,969 8.5% Utilities $40,359 $34,551 $29,550 $29,550 $0 0%
Total: $4,364,669 $5,587,634 $5,255,481 $5,690,835 $435,354 8.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 246 Contracts/Renewals Budget Detail
What do we do?
Recurring costs include software/hardware licensing, maintenance, and support. These costs ensure that we maintain the current versions of our software and hardware systems to provide better functionality and security.

Goals & Objectives
What did we do in Fiscal Year 2025?
Piloted SD-Wan for redundancy at 5 sites.

Deployed Cloud VOIP phone system and Cloud Call Center system with 5 departments.

Transition from VMware to Azure Local HCI Stack at City Hall.

What do we plan to do in Fiscal Year 2026?
Continued implementation of SD-Wan for redundancy at additional sites.

Continued deployment Cloud VOIP phone system and Cloud Call Center system with additional departments.

Transition from VMware to Azure Local HCI Stack at UD and PD.

Service Adjustment Changes (Operating Budget)
Description Amount
AV Equipment Replacement 50,000
Total $ 50,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 247 Contracts/Renewals
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((777999...111%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111555...666%%%))) UUUtttiiillliiitttiiieeesss (((555...333%%%)))
Contractual $5,109,221 $6,484,921 $6,426,173 $7,906,259 $1,480,087 23% Depreciation $0 $2,304,805 $0 $0 $0 0%
Materials And Supplies $737,178 $1,120,945 $1,438,087 $1,564,586 $126,499 8.8% Utilities $167,445 $167,592 $522,784 $527,784 $5,000 1% Total: $6,013,845 $10,078,263 $8,387,043 $9,998,629 $1,611,586 19.2% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 248 Geographic Information Systems Budget Detail
What do we do?
Geographic Information Systems (GIS) services include funding for the acquisition of hardware and software, data conversion, and applications development to expand the existing GIS program and provide for integration into new and existing systems, including public safety, utilities, and land development.

Goals & Objectives
What did we do in Fiscal Year 2025?
GIS Contracting work for CAD.

Developed dashboards and near-real-time data visualizations for multiple departments.

Piloted the use of geospatial predictive analytics for use in advanced data modeling.

What do we plan to do in Fiscal Year 2026?
GIS consulting service to digitize utility information in preparation for utilities network platform.

Develop a Data Strategic Plan to streamline data accessibility and assist in data-driven decision-making.

Continue with the development of a new City base map.

City of Corona | Proposed Budget Fiscal Year 2026 Page 249 Geographic Information Systems
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((999111...666%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((777...444%%%))) UUUtttiiillliiitttiiieeesss (((111%%%)))
Contractual $57,742 $188,351 $361,000 $361,000 $0 0%
Materials And Supplies $21,329 $22,918 $40,200 $29,000 -$11,200 -27.9% Utilities $853 -$17 $4,000 $4,000 $0 0%
Total: $79,924 $211,252 $405,200 $394,000 -$11,200 -2.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 250 Mobile Data Computer Budget Detail
What do we do?
Mobile Data Computers provide for the efficient and secure transmission of information to City employees and public safety personnel in the field.

Goals & Objectives
What did we do in Fiscal Year 2025?
Refreshed cycle for 25% of Police Mobile Data Computers (MDCs).

What do we plan to do in Fiscal Year 2026?
Refresh cycle for 25% of Police Mobile Data Computers (MDCs).

Service Adjustment Changes (Operating Budget)
Description Amount
Mobile Secure Access Virtual Private Networks 20,000
Total $ 20,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 251 Mobile Data Computer
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((777666%%%)))
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111555%%%))) UUUtttiiillliiitttiiieeesss (((999%%%)))
Contractual $210,664 $555,641 $630,283 $823,891 $193,608 30.7% Materials And Supplies $128,395 $160,247 $145,000 $163,000 $18,000 12.4% Utilities $50,992 $88,324 $85,728 $97,476 $11,748 13.7% Total: $390,051 $804,212 $861,011 $1,084,367 $223,356 25.9% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 252 Projects Budget Detail
What do we do?
The Citywide Support and Initiatives Program provides citywide technology initiatives systems and funding for implementing new and innovative technology solutions.

Goals & Objectives
What did we do in Fiscal Year 2025?
Continued implementation of new access control system and Phase 3 camera deployments.

Migrated to a modernized Utility Billing Customer Portal.

Finished the deployment of the electronic Document Management System.

What do we plan to do in Fiscal Year 2026?
Finish the deployment of Workday to replace the legacy HR and Finance system.

Upgrade CIS Utility Billing System.

Continued addition of security cameras in various city facilities as part of the Phase 3 Camera Project.

City of Corona | Proposed Budget Fiscal Year 2026 Page 253 Projects
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((888777...777%%%))) UUUtttiiillliiitttiiieeesss (((111222...333%%%)))
Contractual $66,044 $61,788 $30,000 $50,000 $20,000 66.7% Depreciation $280,652 $0 $0 $0 $0 0%
Materials And Supplies $18,918 $2,742 $27,005 $0 -$27,005 -100% Utilities $6,111 $7,034 $0 $7,005 $7,005 N/A
Total: $371,725 $71,564 $57,005 $57,005 $0 0%
Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 254 Radio/Communications Budget Detail
What do we do?
Radio Communications provides services to the public safety departments' radio, wireless, and communications networks.

Goals & Objectives
What did we do in Fiscal Year 2025?
Weed abatement for remote radio sites.

What do we plan to do in Fiscal Year 2026?
Start implementation of a new VHF radio system for the Fire Department.

Service Adjustment Changes (Operating Budget)
Description Amount
Cybersecurity Program for Police Dispatch Consoles 14,000 Upgrade License Plate Recognition Program 15,000
Total $ 29,000
Radio/Communications
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((555111%%%)))
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((444000...333%%%))) UUUtttiiillliiitttiiieeesss (((888...777%%%)))
Contractual $17,027 $1,370 $37,249 $36,500 -$749 -2%
Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 255 Materials And Supplies $45,179 $14,275 $44,000 $28,832 -$15,168 -34.5% Personnel Services $2,616 $0 $0 $0 $0 0%
Utilities $3,779 $4,120 $6,200 $6,200 $0 0%
Total: $68,600 $19,765 $87,449 $71,532 -$15,917 -18.2%
Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 256 Tablets Budget Detail
What do we do?
Tablets provide efficient and secure information transmission to City employees and public safety personnel in the field.

Goals & Objectives
What did we do in Fiscal Year 2025?
Refresh 25% of the existing Fire Department Mobile Tablets.

What do we plan to do in Fiscal Year 2026?
Refresh 25% of the existing Fire Department Mobile Tablets.

Tablets
Budgeted Expenditures, by Expense Type
UUUtttiiillliiitttiiieeesss (((666000...555%%%)))
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((333666...444%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((333...111%%%)))
Contractual $0 $1,326 $2,564 $1,238 93.4%
Materials And Supplies $31,463 $42,500 $30,500 -$12,000 -28.2% Utilities $10,446 $44,832 $50,736 $5,904 13.2%
Total: $41,909 $88,658 $83,800 -$4,858 -5.5%
Name FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 257 Legal & Risk Management
Dean Derleth
City Attorney / Legal & Risk Management Director
The mission of the Legal & Risk Management Department is to provide the City Council and City officers, boards, commissions, committees, and employees with high quality, effective, and efficient legal counsel, risk assessment, liability management, and workers' compensation services, while pursuing City goals, protecting City resources, and thereby safeguarding teh interests of the Corona community.

What do we do?
Within the Citywide Internal Support service area, the Legal & Risk Management Department is a strategic partner with City departments, and reports to the City Council. Services provided under each department's activity are further explained below.

City of Corona | Proposed Budget Fiscal Year 2026 Page 258 Legal & Risk Management Department Organizational Chart City of Corona | Proposed Budget Fiscal Year 2026 Page 259 Legal & Risk Management - Expenditures Summary
$13,407,474
$1,164,435
(9.51% vs. prior year)
Expenditures, by Fund
IIInnnttteeerrrnnnaaalll SSSeeerrrvvviiiccceee FFFuuunnndddsss (((777999...999%%%))) GGGeeennneeerrraaalll FFFuuunnnddd (((222000...111%%%))) General Fund $1,783,268 $2,054,569 $2,099,380 $2,701,159 $601,780 28.7% Internal Service Funds $6,010,943 $11,228,869 $10,143,659 $10,706,314 $562,655 5.5% Total: $7,794,212 $13,283,438 $12,243,039 $13,407,474 $1,164,435 9.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 260 Legal & Risk Management
Budgeted Expenditures, by Function
RRRiiissskkk MMMaaannnaaagggeeemmmeeennnttt (((888333...888%%%))) CCCiiitttyyy AAAttttttooorrrnnneeeyyy (((111666...222%%%))) City Attorney $1,351,479 $1,598,621 $1,637,968 $2,173,751 $535,783 32.7% Risk Management $6,442,732 $11,684,817 $10,605,070 $11,233,722 $628,652 5.9% Total: $7,794,212 $13,283,438 $12,243,039 $13,407,474 $1,164,435 9.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 261 City Attorney's Office Budget Detail
What do we do?
The City Attorney's Office represents and advises the City Council, as well as all other City officers, boards, commissions, committees and employees, on legal matters pertaining to their City offices and employment, to the extent required or allowed by law and as otherwise directed by the City Council. The office also oversees City representation by outside attorneys in some situations, including workers' compensation matters.

The City Attorney's Office performs all legal work and represents the City in all actions at law, including acquisition, sale or abandonment of real property, including acceptance of deeds on behalf of the City, providing or overseeing representation on all claims and other litigation matters by or against the City and also assists in drafting all ordinances, resolutions, motions, agreements and contracts to be entered into by the City, as well as approving the form of such instruments.

Goals & Objectives
What did we do in Fiscal Year 2025?
Continued to deliver cost-savings and greater service, including expanded and more direct access to the legal team for officials and staff, and worked on well over 200 projects throughout the City.

Continued to work on the City’s Homeless Strategic Plan, Homeless Shelter and related homeless neighbor services with Management Services and other staff.

Continued to work extensively on the McKinley Grade Separation Project with staff and the consultant project team on all real property acquisitions and project contract documents.

Continued to strategize and assist Economic Development and Management Services staff with multiple acquisitions in the Corona Mall to facilitate the City’s Downtown revitalization efforts.

Continued to assist Public Works and Utilities Department staff on complex legal issues to help achieve completion of the WRF #3 Sewer Lift Station Project.

Worked with the Finance Department to update and streamline the City’s Purchasing Ordinance and purchasing processes.

Worked with City Council and Management Services Department in preliminary steps and research related to a potential rent stabilization ordinance.

Continued to work on both small cell and cell tower issues with Management Services, Planning and Development and other departments, and continued to manage citywide cell tower license agreements.

Continued to assist the City Clerk’s office with responding to Public Records Act requests, which are increasing in number and the volume of records requested.

Successfully handled more than 20 litigated matters, including: (i) continuing our 100% success rate in administrative appeals of all types; (ii) obtaining dismissals for a waiver of costs of an employment discrimination case, a fatal traffic collision case, and several other premises liability cases; and (iii) obtaining a summary judgment and significant award of litigation costs in a heavily litigated bicycle accident case. We achieved those and many other favorable outcomes by continuing our aggressive yet strategic approach to litigation. We also continue to work with Risk Management to successfully head off and significantly mitigate the City’s financial exposure on liability and worker’s compensation claims.

City of Corona | Proposed Budget Fiscal Year 2026 Page 262 What do we plan to do in Fiscal Year 2026?
Continue to work with Council and staff to implement Strategic Plan priorities – the City’s priorities are our priorities.

Provide continuous evaluation of cost-saving measures.

Provide enhanced service and more direct access for City officials and employees.

Continue to look for opportunities to expand expertise and minimize outside legal counsel expenses.

Develop and retain high-quality professional staff dedicated to the department’s mission statement.

Continue to Advocate for the Corona Community by promoting a tenacious yet fair and professional reputation in ongoing advocacy efforts.

Continue to effectively defend City resources, create efficiencies, and increase cost-savings and subrogation (cost recovery) efforts.

Continue to look for ways in which to manage citywide cell tower license agreements more effectively.

Continue to work with the Purchasing Division to improve workflow for insurance and contract requests.

Continue to work on the ongoing major projects from FY25, including the City’s Homeless Strategic Plan, Homeless Shelter and related homeless neighbor services, the Corona Mall Project, WRF #3 Sewer Lift Station Project, the McKinley Grade Separation Project and the potential Rent Stabilization Ordinance.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Senior Deputy City Attorney (Constitutional Policing Advisor) 288,133 Total $ 288,133
City of Corona | Proposed Budget Fiscal Year 2026 Page 263 City Attorney's Office
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888888...555%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111000...777%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((000...777%%%))) UUUtttiiillliiitttiiieeesss (((000...111%%%)))
Contractual $104,532 $232,324 $233,050 $233,050 $0 0%
Materials And Supplies $7,046 $4,999 $14,520 $14,235 -$285 -2% Personnel Services $1,237,690 $1,359,814 $1,388,178 $1,924,246 $536,068 38.6% Utilities $2,211 $1,484 $2,220 $2,220 $0 0%
Total: $1,351,479 $1,598,621 $1,637,968 $2,173,751 $535,783 32.7% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 264 Risk Management Budget Detail
What do we do?
The Risk Management Division works closely with the City Attorney's Office to oversee and manage the City's Workers' Compensation Program and the City's Liability, Subrogation & Insurance Program.

The Workers' Compensation Program provides specialized workers' compensation services to employees citywide, including monitoring and administering claims effectively while maintaining cost-control measures and developing cost-reduction strategies. The program works in conjunction with the Human Resources' Safety staff to identify and review trends, with the goal of thereby monitoring injuries, limiting future accidents, and identifying required safety improvements.

The Liability, Subrogation & Insurance Program manages tort and other claims filed against the City, manages subrogation claims pursued by the City against responsible third parties, strives to anticipate and reduce potential claims, coordinates and organizes the City's administrative policies and procedures, reviews and administers insurance provisions in City contracts and agreements, and administers the City's self-insurance and commercial insurance programs. The program services as a resource to the City Council and City departments concerning claim liability exposure, insurance coverages and insurance provisions in City contracts and agreements.

City of Corona | Proposed Budget Fiscal Year 2026 Page 265 Goals & Objectives
What did we do in Fiscal Year 2025?
Workers’Compensation Program
Continued to oversee TPA and various unbundled managed care program service providers, with the goal of achieving cost savings and increased customer service and responsiveness to the needs of injured employees.

Continued to implement controls designed to increase accountability of TPA and outside legal counsel.

Worked with supervisors and managers to develop temporary light duty agreements to allow employees to come back to modified duty while recovering from their injury.

Continued to hold quarterly workers’ compensation claim review meetings with our TPA, employees and association representatives.

Continued bi-weekly meetings with our TPA to ensure that claims continue moving forward in a timely manner.

Favorably settled 23 Workers’Compensation cases, 22 by Stipulated Award and 1 by Compromise and Release.

Received, processed, and opened 64 new claims.

Closed out 90 Workers’Compensation Claims.

Supported the Safety Division with the launch of Vector EHS incident reporting to streamline notifications of employee injuries and incidents.

Liability, Subrogation & Insurance Program
Reviewed and processed at least 81 new liability claims and closed approximately 64 liability claims (through approximately April 2025).

Billed approximately $195,100 for subrogation efforts, collected approximately $201,643, and entered into 1 new payment agreement, totaling $2,674 (through approximately April 2025).

Continued to evaluate the City’s self-insurance and commercial insurance programs for effectiveness at protecting City assets and conformance with practices of California municipalities of similar size and risk factors, including an analysis of new insurance programs offered by the City’s insurance broker, Alliant, as well as alternatives for saving money at varying risk tolerance levels.

Worked with Information Technology and Finance to create an online process so that the community can purchase special events insurance online. What do we plan to do in Fiscal Year 2026? Continue to focus on providing responsive service, timely treatment and quality medical care in order to help employees get back to work and reduce their time off.

Continue to work with our Workers’ Compensation TPA and various unbundled managed care program services providers, focusing on cost savings and increased customer service and responsiveness to the needs of injured employees.

Continue to work with our Workers’ Compensation TPA to identify specialist who will provide exceptional care to our injured employees that we can make available when a referral is needed.

Continue to work with various departments on policy and procedures for industrial disability retirement process in accordance with CalPERS requirements.

Continue to look for ways in which to reduce Workers’Compensation claims litigation.

Continue to look for ways in which to be more proactive with claims and reduce overall claim liability.

Continue to look for ways in which to improve the City’s subrogation efforts, including collecting more money owed while entering into respectful and manageable payment or other arrangements.

Continue to evaluate the City’s self-insurance and commercial insurance programs, including looking for ways in which to save money commensurate with the City Council’s risk tolerance.

Work to revise and update the Risk Management Policy.

Coordinate trainings for staff to go over Workers’ Compensation process, procedures, and forms to ensure all questions are answered and employees understand the injury process.

Collaborate with other departments to identify injury trends and reduce new injuries.

City of Corona | Proposed Budget Fiscal Year 2026 Page 266 Risk Management
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((555555...333%%%))) CCClllaaaiiimmmsss EEExxxpppeeennnssseee (((222444...555%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111555...666%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((444...777%%%))) Claims Expense $1,878,040 $4,590,160 $2,483,778 $2,750,600 $266,822 10.7% Contractual $1,229,034 $2,691,779 $1,754,500 $1,750,000 -$4,500 -0.3% Materials And Supplies $2,904,623 $3,947,555 $5,909,981 $6,210,374 $300,393 5.1% Personnel Services $431,035 $455,323 $456,811 $522,748 $65,937 14.4% Total: $6,442,732 $11,684,817 $10,605,070 $11,233,722 $628,652 5.9% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 267 Planning & Development
Joanne Coletta
Planning & Development Director
The mission of the Planning & Development Department is promoting quality development, sustaining the quality of existing neighborhoods, accommodating affordable house, and ensuring that new development and miscellaneous improvements to properties are constructed in accordance with the highest standards of safety.

What do we do?
Within the Planning & Development service area, the Planning & Development Department provides a variety of services which directly impact living and economic conditions throughout the City, with specific emphasis on building construction and modification, property maintenance, land use and property inspections. * Estimated based on actuals through April 2025
City of Corona | Proposed Budget Fiscal Year 2026 Page 268 Planning & Development Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 269 Planning & Development - Expenditures Summary
$10,595,449
$1,217,508
(12.98% vs. prior year)
Expenditures, by Fund
GGGooovvveeerrrnnnmmmeeennntttaaalll FFFuuunnndddsss (((999999...111%%%))) PPPrrroooppprrriiieeetttaaarrryyy FFFuuunnndddsss (((000...999%%%))) General Fund $8,060,231 $7,771,125 $9,047,628 $10,214,174 $1,166,546 12.9% Special Revenue Funds $137,595 $154,949 $240,352 $280,736 $40,384 16.8% Enterprise Funds $120,653 $83,248 $89,961 $100,539 $10,578 11.8% Total: $8,318,479 $8,009,322 $9,377,941 $10,595,449 $1,217,508 13% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 270 Planning & Development
Budgeted Expenditures, by Function
DDDeeevvveeelllooopppmmmeeennnttt SSSeeerrrvvviiiccceeesss (((222444%%%))) PPPlllaaannn CCChhheeeccckkk (((111888...888%%%)))
IIInnnssspppeeeccctttiiiooonnn SSSeeerrrvvviiiccceeesss (((111555...999%%%))) LLLaaannnddd UUUssseee PPPlllaaannnnnniiinnnggg &&& ZZZooonnniiinnnggg (((111555...666%%%))) BBBuuuiiillldddiiinnnggg IIInnnssspppeeeccctttiiiooonnn (((111111...555%%%))) CCCooodddeee CCCooommmpppllliiiaaannnccceee (((999...666%%%))) PPllaannnniinngg aanndd DDeevveellooppmmeenntt
AAddmmiinniissttrraattiioonn ((44..77%%))
Planning and Development
Administration (4.7%)
Building Inspection $1,019,040 $959,740 $1,016,423 $1,222,488 $206,066 20.3% Code Compliance $637,469 $737,972 $829,911 $1,017,445 $187,534 22.6% Development Services $1,916,973 $2,165,965 $2,287,018 $2,538,053 $251,034 11% Inspection Services $1,304,555 $967,998 $1,576,505 $1,686,944 $110,439 7% Land Use Planning & Zoning $1,441,549 $1,352,842 $1,381,877 $1,649,625 $267,748 19.4% Plan Check $1,543,589 $1,348,071 $1,843,725 $1,987,116 $143,391 7.8% Planning and Development
Administration
$455,304 $476,734 $442,482 $493,778 $51,295 11.6%
Total: $8,318,479 $8,009,322 $9,377,941 $10,595,449 $1,217,508 13% Name FY2023
Actual
FY2024
Actual
FY2025
Adopted
FY2026
Proposed
$ Change (Prop. to
Adop.)
% Change (Prop. to
Adop.)
City of Corona | Proposed Budget Fiscal Year 2026 Page 271 Building Inspection Budget Detail
What do we do?
Building Inspection includes the activities performed by the city's building inspectors. The building inspectors are responsible for providing inspections of all construction activities. The inspectors check for compliance with Title 24, California Code of Regulations; California Building Standards Code, selected California Healthy and Safety Laws, the Uniform Housing Code, and the Corona Municipal Code. This section also investigates complaints concerning violations of those regulations, and of illegal and unsafe construction practices. In the event of an emergency or disaster, the inspectors perform safety assessments of structures.

Other duties include assisting with plan reviews, permit issuance, answering questions from design professionals, contractors and the public, record keeping, and preparing reports and correspondence for enforcement procedures.

Goals & Objectives
What did we do in Fiscal Year 2025?
Responded to 12,277 building inspection requests associated with new residential, commercial and industrial construction, tenant improvements to existing buildings, single family room additions, and other miscellaneous improvements.

Responded to approximately 20 emergency incidents.

Opened approximately 88 new cases to investigate complaints of unpermitted construction or unsafe building conditions.

What do we plan to do in Fiscal Year 2026?
Continue to enhance mobile inspection software and capabilities.

Continue to provide inspections within one business day.

Continue to respond to a high volume of inspection requests, requests for investigation and emergency incidents.

City of Corona | Proposed Budget Fiscal Year 2026 Page 272 Building Inspection
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888999...999%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111000%%%))) UUUtttiiillliiitttiiieeesss (((000...000888%%%)))
Contractual $175,005 $0 $0 $0 $0 0%
Materials And Supplies $76,467 $83,869 $103,484 $122,373 $18,889 18.3% Personnel Services $767,568 $873,494 $912,939 $1,099,115 $186,177 20.4% Utilities $0 $2,377 $0 $1,000 $1,000 N/A
Total: $1,019,040 $959,740 $1,016,423 $1,222,488 $206,066 20.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 273 Code Compliance Budget Detail
What do we do?
Code Compliance is responsible for the enforcement of the city's zoning ordinance on private property, including the inspections of certain health and safety regulations on private property to correct substandard living conditions and enforce the maintenance of property; provides zoning information to the business community and residents through the distribution of city pamphlets; check street vendors to ensure vendors are operating with required permits; implements the City's inoperative vehicle abatement program, and manages a volunteer program which assists in the removal of signs in the public rights-of-way. this division also collaborates with various City departments in the interpretation and enforcement of various municipal codes.

Goals & Objectives
What did we do in Fiscal Year 2025?
Enforced California health and safety codes, property maintenance violations and zoning code violations, and assisted the Building Division with enforcement cases resulting in 1,888 opened cases and 1,958 closed cases.

Continued to enforce the prohibition of short-term residential rentals in the city.

Removed 8,983 signs in the public rights-of-way and implemented procedures for the City’s new temporary sign prohibition on public property.

Abated 116 vehicles under the City’s Abandoned Vehicle Abatement program.

Educated and enforced over 54 unpermitted sidewalk vendors.

What do we plan to do in Fiscal Year 2026?
Retrieve illegal signs that are placed in the City’s public right-of-way and on public property per the city ordinance. Onboard and train a volunteer to assist with this task.

Respond to incoming complaints concerning land use and zoning violations, property maintenance violations and educate the public on the City’s regulations adopted by the Corona Municipal Code.

Continue to educate the public on the City’s Abandoned Vehicle Abatement program and abate 150 vehicles.

Service Adjustment Changes (Operating Budget)
Description Amount
Replacement of Computer Equipment and Software 2,000
New Uniforms for Abandoned Vehicle Abatement (AVA) Inspectors 180 Postage and Shipping for AVA notice of violations and citations 1,300 Memberships and Dues - California Association of Code Enforcement Officers (CACEO) 100 Conference, Training, and Travel - Abandoned Vehicle Abatement 600 Total $ 4,180
City of Corona | Proposed Budget Fiscal Year 2026 Page 274 Code Compliance
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888777...555%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111222%%%))) UUUtttiiillliiitttiiieeesss (((000...555%%%)))
CCCooonnntttrrraaaccctttuuuaaalll (((000...000222%%%))) Contractual $2,660 $216 $0 $207 $207 N/A
Materials And Supplies $60,307 $61,921 $90,530 $122,134 $31,604 34.9% Personnel Services $562,477 $667,507 $739,181 $890,104 $150,923 20.4% Utilities $12,026 $8,328 $200 $5,000 $4,800 2,400%
Total: $637,469 $737,972 $829,911 $1,017,445 $187,534 22.6% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 275 Development Services Budget Detail
What do we do?
The Development Services division works with developers to ensure that proposed commercial, industrial, and residential development projects meet the requirements of the Corona Municipal Code, conform to county, state, and federal guidelines, and regulations, and follow Public Works and Utilities Department standards and design policies. Additionally, the Development Services section coordinates and administers programs involving intergovernmental agencies, utility companies, and telecommunication companies. This section also collaborates with the Wester Riverside Council of Governments (WRCOG) on the application and collection of the Transportation Uniform Mitigation Fees (TUMF) and administration of TUMF credit and reimbursement agreements.

The Permitting group is a sub-section of Development Services to facilitate an effective and efficient plan check and permit application process. The permitting group is also responsible for the Public Works front counter services, which handles a wide variety of in-person, phone, and email inquiries related to the development services requirements and processes, engineeringrelated questions, the Corona Municipal Code, the Subdivision Map Act, the Utilities Department design policy and standards, and Public Works standard plans and policy requirements.

Goals & Objectives
What did we do in Fiscal Year 2025?
Processed 95% of plan checks and permits on-time
Assisted more than 3,000 customers at the Development Services counter for various permits, information, application submittals and plan check submittals.

Issued approximately 40 will-serve letters for water, sewer, and electrical utility service.

Issued approximately 900 permits.

Performed approximately 2,000 plan checks.

What do we plan to do in Fiscal Year 2026?
Develop additional standardized checklists and instructional handouts to provide applicants and engineers with more clarity on the review and permit processes.

Refine the plan check process based on the feedback received from customers.

Improve concierge services and enhance the customer experience.

Continue to collaborate with IT on the Development Services Dashboards to provide useful analytics.

Seek opportunities for using technology in new ways to improve efficiency.

Reduce plan check turnaround times.

Increase our percentage of plan checks and permits processed on-time.

City of Corona | Proposed Budget Fiscal Year 2026 Page 276 Development Services
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888555...222%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((777...999%%%)))
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((666...999%%%))) UUUtttiiillliiitttiiieeesss (((000...000222%%%)))
Contractual $358,053 $284,804 $200,000 $200,000 $0 0%
Materials And Supplies $327,264 $191,670 $277,586 $175,564 -$102,022 -36.8% Personnel Services $1,229,345 $1,688,151 $1,808,932 $2,161,989 $353,056 19.5% Utilities $2,311 $1,341 $500 $500 $0 0%
Total: $1,916,973 $2,165,965 $2,287,018 $2,538,053 $251,034 11% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 277 Inspection Services Budget Detail
What do we do?
The Inspection Services division provides a broad spectrum of services related to public works activities. These services include inspection of all above-ground (streets, curbs, gutters, sidewalks, ramps compliant with the American with Disabilities Act (ADA), streetlights, traffic signals, pavement striping, etc.) and underground (sewer, water, storm drain, fiber optic, electrical conduits, gas, communications, etc.) improvements with the public right-of-way. This section investigates and enforces grading, haul routes, stock piling, encroachments within the public right-of-way, and traffic control requirements. Inspection Services also conducts final job walks to ensure that all public improvements conform to City standards prior to authorizing the release of securities.

Goals & Objectives
What did we do in Fiscal Year 2025?
Continued to provide a high level of inspection on Land Development and Capital Improvement Projects.

On-boarded additional inspection staff to assist with the workload.

What do we plan to do in Fiscal Year 2026?
Further develop our Public Works Inspection staff through training and certification programs which includes the State Water Resource Control Board's Water Distribution Operator 2 Certification (D2), Qualified SWPPP Practitioner Certification (QSP), and completing the Local Technical Assistance Program (LTAP) Resident Engineers Academy (RE).

Continue to implement process enhancements for streamlining and efficiency of construction inspection for development projects.

Continue to on-board additional staff to meet the staffing goals.

City of Corona | Proposed Budget Fiscal Year 2026 Page 278 Inspection Services
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((555666...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((444111...555%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111...444%%%))) UUUtttiiillliiitttiiieeesss (((000...111%%%)))
Contractual $797,876 $420,537 $700,000 $700,000 $0 0%
Materials And Supplies $223,778 $72,847 $47,245 $24,427 -$22,817 -48.3% Personnel Services $276,564 $468,857 $829,260 $960,017 $130,757 15.8% Utilities $6,337 $5,757 $0 $2,500 $2,500 N/A
Total: $1,304,555 $967,998 $1,576,505 $1,686,944 $110,439 7% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 279 Land Use Planning & Zoning Budget Detail
What do we do?
Land Use Planning & Zoning is primarily responsible for the following daily operations: managing the public counter for zoning information, development related permits, and project application submittals; reviewing proposed use permits and development projects for conformity with the City's municipal codes, policies, and General Plan; ensuring that projects comply with the provisions of the California Environmental Quality Act; administering the Development Plan Review and Project/Environmental Review Committee packets; providing staff support for the Zoning Administrator, the Board of Zoning Adjustment, and Planning and Housing Commission; coordinating landscape and certificate of occupancy inspections with the City's landscape consultants; reviewing business licenses for conformity with the Zoning Ordinance; coordinating and distributing plan check development plans to planners; responding to telephone inquiries and electronic mail; and conducting field inspections on newly constructed projects. This division also oversees long range development plans that include updating the City's General Plan and Housing Element, processing new specific plans, reviewing and processing annexations, monitors and responds to legislative changes, compiles demographic data for the City, prepares future population and housing estimates for the City, coordinates and distributes information provided from the U.S. Census, and implements the City's Historic Preservation Program.

Goals & Objectives
What did we do in Fiscal year 2025?
Completed a comprehensive amendment to the Downtown Revitalization Specific Plan to support the city’s effort in revitalizing and redeveloping the downtown.

Processed applications for land use entitlements for review and approval by the Planning and Housing Commission and City Council.

Completed a new sidewalk vendor ordinance according to state law and assumed the vendor permit process from the Police Department.

Completed an amendment to the City’s Historic Resources Ordinance.

Completed an ordinance establishing the City’s Historic Preservation Board.

Completed an amendment to the City’s ADU Ordinance for compliance with latest state legislation.

Completed research on inclusionary housing for consideration of a preparing an Inclusionary Housing Ordinance.

Entitled an affordable housing project consisting of 25 permanent supportive housing units and 109 affordable housing units.

Assisted approximately 4,500 members of the public at the public counter and via email with issuing land use permits and zoning related questions including but not limited to residential additions, landscaping, architectural changes, and development procedures.

What do we plan to do in Fiscal Year 2026?
Update the City’s Landscape Ordinance to be consistent with the state’s Model Water Efficiency Landscape Ordinance.

Work with the IT Department and Blitz Permits to develop and incorporate AI into the Planning Division’s land use application review process.

Work with the IT Department to update the City’s Historic Resources map and various Specific Plan land use maps.

Amend the Zoning Code in Title 17 of the Corona Municipal Code to incorporate warehouse design standards according to state law (Assembly Bill 98).

Work with the IT Department to digitize Planning files to improve efficiency in research of Planning records.

Continue to process land use permits and applications within established timelines.

City of Corona | Proposed Budget Fiscal Year 2026 Page 280 Service Adjustment Changes (Operating Budget)
Description Amount
Computer Equipment and Software- Planning and Development 1,500 Landscape Ordiance and Guidelines Professional and Contract Services 50,000 Total $ 51,500
Land Use Planning & Zoning
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((777555...555%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((222333...333%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111...222%%%))) Contractual $672,994 $494,769 $336,000 $385,000 $49,000 14.6% Materials And Supplies $41,085 $22,130 $12,695 $19,770 $7,075 55.7% Personnel Services $727,316 $835,942 $1,033,182 $1,244,855 $211,673 20.5% Utilities $154 $0 $0 $0 $0 0%
Total: $1,441,549 $1,352,842 $1,381,877 $1,649,625 $267,748 19.4% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 281 Plan Check Budget Detail
What do we do?
The Plan Check section performs reviews of plans to verify compliance of the California Building, Plumbing, Mechanical, and Electrical Codes, Residential Code, Green Building Code, structural calculations, state disabled access codes and energy requirements. The Plan Check section oversees the City's third-party plan check contracts, is responsible for coordinating the routing of plans throughout the City, collects fees, issues permits, provides technical support for the professional community and inspectors, participates in the City's Development Plan Review process, provides technical assistance at the counter, and provides over-the-counter plan check services. The staff prepares correspondence, builder's advisories, and researches and generates construction standards for public use. The staff also responds to a high volume of correspondence and permit requests electronically via the use of online permit and plan check software and was responsible for ensuring developers could stay active during the COVID-19 pandemic and subsequent City Hall shutdown.

Goals & Objectives
What did we do in Fiscal Year 2025?
Assisted approximately 6,900 customers at the public counter for various permits, information, application submittals and plan check submittals; and a high volume of electronic mail customer requests.

Issued approximately 4,600 building permits with approximately 180 permits devoted to new residential, commercial and industrial construction.

Completed 99% of Building plan reviews on time.

Participated in various programs to assist the development community and local businesses including Team Corona and the Downtown Beautification Grants program.

Completed a lobby refresh to improve the customer experience and implemented personalized concierge services.

What do we plan to do in Fiscal Year 2026?
Work collaboratively with Information Technology to refine the use of Project Dox as more customers continue to use the city’s electronic plan check submittal program.

Continue to work collaboratively with consultants and IT Department to establish and refine systems for meeting plan review timelines.

Continue to expand the Camino electronic permitting guide on the city’s website to assist the public with the permit process and to include new guides for new commercial and industrial buildings and tenant improvements.

Continue to expand the plan check FAQ list of commonly missed items.

City of Corona | Proposed Budget Fiscal Year 2026 Page 282 Plan Check
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((666000...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((333777...777%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111...333%%%))) UUUtttiiillliiitttiiieeesss (((000...000333%%%)))
Contractual $903,200 $611,235 $750,000 $750,000 $0 0%
Materials And Supplies $27,180 $33,406 $29,970 $25,690 -$4,280 -14.3% Personnel Services $612,598 $702,868 $1,063,755 $1,210,826 $147,071 13.8% Utilities $610 $562 $0 $600 $600 N/A
Total: $1,543,589 $1,348,071 $1,843,725 $1,987,116 $143,391 7.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 283 Planning & Development Administration Budget Detail
What do we do?
The Planning & Development Administration is responsible for managing the Planning & Housing Commission agenda, the scheduling and preparation of City Council agenda reports, the postings for public hearings, the processing of budget-related requests and the payment of department invoices, the receiving of phone calls to the department, the coordination with other departments on the preparation of resolutions, ordinances, and the processing of environmental postings, manages the preparation of the department's fiscal year budget, manages the recruitment process for new positions, and manages the efficiency of the department's office equipment. The department director also provides direction and leadership to the department's division managers, ensures staff complete mandatory safety training, evaluates the overall operation of the department for efficiency, and assists the City Manager's Office with City Council inquiries related to Planning & Development.

Goals & Objectives
What did we do in Fiscal Year 2025?
Recruited employees in all divisions to support service levels.

Managed Planning & Housing Commission agendas and meetings.

Organized and processed requests for City Council agendas.

Responded to a high volume of phone calls for all divisions within the same day (calls for inspections and general information).

What do we plan to do in Fiscal Year 2026?
Manage Planning & Housing Commission agendas and meetings.

Organize and process requests for City Council agendas.

Respond to daily inquiries within one day.

City of Corona | Proposed Budget Fiscal Year 2026 Page 284 Planning & Development Administration
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999333...111%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((666...999%%%))) Contractual $0 $282 $0 $0 $0 0%
Materials And Supplies $43,973 $44,222 $36,439 $34,185 -$2,254 -6.2% Personnel Services $410,714 $431,668 $406,043 $459,593 $53,549 13.2% Utilities $618 $562 $0 $0 $0 0%
Total: $455,304 $476,734 $442,482 $493,778 $51,295 11.6% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 285 Police
Robert Newman
Chief of Police
The mission of the Corona Police Department is to achieve excellence in policing, we will ensure safety and security of the public through strong community partnerships and investment in our people.

What do we do?
Within the Public Safety and Emergency Response service area, the Police Department provides various services that ensure a safe and a high quality of life in our City. The Police Department also maintains the City's animal shelter. The vision of the Police Department, "To Achieve Excellence in Policing," will be accomplished through its mission to ensure the safety and security of the public through strong community partnerships, safeguarding the Constitutional Rights of all, exemplifying the highest professional standards, and investing in our people.

City of Corona | Proposed Budget Fiscal Year 2026 Page 286 Police Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 287 Police - Expenditures Summary
$65,587,023
$5,148,045
(8.52% vs. prior year)
Expenditures, by Fund
GGGeeennneeerrraaalll FFFuuunnnddd (((999999...444%%%))) SSSpppeeeccciiiaaalll RRReeevvveeennnuuueee FFFuuunnndddsss (((000...666%%%))) General Fund $47,783,318 $54,207,332 $59,905,521 $65,213,574 $5,308,053 8.9% Special Revenue Funds $763,020 $494,904 $533,457 $373,449 -$160,008 -30% Total: $48,546,338 $54,702,236 $60,438,978 $65,587,023 $5,148,045 8.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 288 Police
Budgeted Expenditures, by Function
PPPooollliiiccceee PPPaaatttrrrooolll BBBuuurrreeeaaauuu (((444555...222%%%))) IIInnnvvveeessstttiiigggaaatttiiiooonnnsss BBBuuurrreeeaaauuu (((111444...777%%%))) SSSpppeeeccciiiaaalll EEEnnnfffooorrrccceeemmmeeennnttt BBBuuurrreeeaaauuu (((111333%%%))) PPPooollliiiccceee AAAdddmmmiiinnniiissstttrrraaatttiiiooonnn (((111111...777%%%))) DDDiiissspppaaatttccchhh SSSeeerrrvvviiiccceeesss (((888...222%%%))) AAAnnniiimmmaaalll SSSeeerrrvvviiiccceeesss &&& EEEnnnfffooorrrccceeemmmeeennnttt (((222...999%%%))) PPPooollliiiccceee HHHOOOPPPEEE TTTeeeaaammm (((222...555%%%))) RRReeecccooorrrdddsss (((111...888%%%)))
Animal Services & Enforcement $1,164,027 $1,409,302 $1,482,944 $1,879,509 $396,565 26.7% Dispatch Services $3,688,411 $4,346,449 $5,357,920 $5,356,110 -$1,811 0% Investigations Bureau $8,047,484 $7,896,886 $8,444,869 $9,649,388 $1,204,518 14.3% Police Administration $5,467,868 $6,341,354 $6,838,424 $7,656,521 $818,097 12% Police HOPE Team $1,106,855 $997,368 $1,577,050 $1,661,078 $84,028 5.3% Police Patrol Bureau $23,736,342 $27,289,267 $28,491,125 $29,669,462 $1,178,337 4.1% Records $896,320 $981,349 $1,020,848 $1,184,774 $163,925 16.1% Special Enforcement Bureau $4,439,030 $5,440,261 $7,225,797 $8,530,182 $1,304,386 18.1% Total: $48,546,338 $54,702,236 $60,438,978 $65,587,023 $5,148,045 8.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 289 Police Administration Budget Detail
What do we do?
The Chief of Police, along with the Police Captains, Lieutenants, and Professional Staff Managers, are responsible for overseeing the department's policies and procedures, temporary holding facility, animal services, budget, grants, and property and evidence management, providing internal and external communication regarding departmental matters and events and directing the goals and mission of the department. The Chief of Police and the Command Staff will direct the department to pursue excellence in policing through quality customer service, reduction of crime, the efficiency of systems and service, and excellence through training. Additionally, they set the leadership and performance standards that ensure all department employees earn the trust of our community every day by carrying out our mission with Integrity, Respect, Inclusion, Teamwork, and Innovation.

The Personnel and Training Unit recruits, tests, and conducts background checks on all prospective department employees.

Additionally, this unit is responsible for coordinating and managing police cadets, explorers, volunteer programs, special community events, and special project coordination. Other duties include coordinating all state-mandated training and training records management, community outreach, crime prevention, and the department shooting range and training facility. The unit also oversees the Clergy Program, the Volunteer Program, and the Corona Police Community Partnership.

Goals & Objectives
What did we do in Fiscal Year 2025?
Obtained $748,709.86 in grant funding.

Increase the Police Department’s community interaction and social media presence by underfilling a vacant position with an additional full-time Community Outreach Specialist.

The motor pad installation was completed at the Clearwater Training Center.

Hired and recruited top-quality employees.

Updated department safety equipment to ensure reliability.

Upgraded technology throughout CPD to support advanced officer training.

What do we plan to do in Fiscal Year 2026?
Continue to phase 2 of the buildout of the Clearwater advanced officer training facility.

Continue CPD ongoing recruitment efforts.

Remain proactive in grant opportunities and other potential sources of revenue.

Service Adjustment Changes (Operating Budget)
Description Amount
Police Range Maintenance Services 121,321
Total $ 121,321
City of Corona | Proposed Budget Fiscal Year 2026 Page 290 Police Administration
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888111...555%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111000...333%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((666...222%%%))) UUUtttiiillliiitttiiieeesss (((111...999%%%)))
Contractual $832,161 $915,199 $805,674 $791,518 -$14,156 -1.8% Materials And Supplies $436,565 $387,851 $379,717 $474,338 $94,621 24.9% Personnel Services $3,982,956 $4,941,145 $5,484,489 $6,243,311 $758,822 13.8% Utilities $216,187 $97,159 $168,544 $147,354 -$21,190 -12.6% Total: $5,467,868 $6,341,354 $6,838,424 $7,656,521 $818,097 12% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 291 Police HOPE Team Budget Detail
What do we do?
The Homeless Outreach and Psychiatric Evaluation, or HOPE Team, is a four-person team whose primary duties are to be the first responders and primary contact on calls-for-service involving the homeless and the mentally ill. The team also proactively seeks out and contacts people who are homeless and who need services. The team utilizes a balance of support resources and enforcement to ensure a good quality of life for our community as well as a better quality-of-life for the homeless individuals themselves. To enhance the HOPE Team mission, the City has contracted with City Net to reach out to those experiencing homelessness. The City Net group works with the HOPE Team and provides case management for those ready to receive services.

City Net can direct people to the right kind of services and help them navigate through various social service processes.

Goals & Objectives
What did we do in Fiscal Year 2025?
Continued the mission of enhanced patrols, including the use of bicycles, in the Downtown Business District to enhance the quality of life for those working and visiting in the area.

Organized six “quality of life” saturation patrols involving numerous officers working with City Net and mental health professionals to enforce laws and provide outreach services to the homeless population.

Purchased a drone for the HOPE team to assist with outreach in the Santa Ana River bottom and other remote homeless camps in the city.

Provided ongoing support and suggestions to business owners on Crime Prevention Through Environmental Design (CPTED).

What do we plan to do in Fiscal Year 2026?
To further address mental health issues within the community, the department will assess the ability to add an officer to the HOPE team to pair with the Community Behavioral Assessment Team (CBAT) therapist on a full-time basis.

Continue to provide enhanced patrols in the downtown area to address quality of life issues through bicycle patrols and quality of life saturation patrols involving officers, City Net, and mental health professionals.

City of Corona | Proposed Budget Fiscal Year 2026 Page 292 Police HOPE Team
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888888...333%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111111...777%%%))) Capital Outlay $44,445 $0 $0 $0 $0 0%
Contractual $85 $150 $1,000 $0 -$1,000 -100%
Materials And Supplies $6,767 $19,327 $258,457 $193,863 -$64,594 -25% Personnel Services $1,055,559 $977,891 $1,317,593 $1,467,215 $149,622 11.4% Total: $1,106,855 $997,368 $1,577,050 $1,661,078 $84,028 5.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 293 Police Patrol Bureau Budget Detail
What do we do?
The Patrol Bureau is the largest unit in the organization and is responsible for providing services by uniformed personnel. The Patrol Bureau is the first responder to citizens' calls for service. The City is divided into four geographical areas, each containing a deployment zone. Each zone is managed by a Lieutenant and patrolled by officers assigned to the zone. Zones enhance public access and community interaction, creating closer ties and facilitating citizens and police working together to address community concerns. Patrol staff participate in the Adopt-A-School Program, where officers enhance community relations by having a presence at elementary and middle schools. They also participate in the Run with A COP (Anti-Childhood Obesity Program); this partnership is with the 100 Mile Club® and the Corona Norco Unified School District to get the word out about staying healthy and being active. In addition, Patrol personnel participate in Coffee with a Cop, whose mission is to build community relationships between the Police and the citizens they serve. Units within the Patrol Bureau include:

The Unmanned Aircraft Systems (UAS) Program enhances the safety and service provided to the community and its peace officers through the effective use of UAS technology. UAS enables officers to have access to complete information when responding to calls for service and allows the department to deploy its resources more efficiently and effectively.

The Jail Lieutenant and Supervisor oversees the maintenance and facility needs of the jail while managing and supervising the Jailers who process arrestees, conduct searches, inventory related property, verify arrestee’s identity, and complete related paperwork. The Jailers fingerprint and photograph inmates and collect DNA as required by law. Jailers transport inmates from field locations to the City jail and from the jail to other detention facilities.

Community Service Officers (CSO’s) assist in handling police reports and other various duties to assist officers. They also assist in non-injury traffic accidents and provide security-related information to the public.

The Field Training Officer, or FTO, Program provides in-field training to new or lateral officers. Officers successfully graduate from the FTO Program after demonstrating their ability to act competently as solo police officers according to the California Commission on Police Officer Standards and Training (POST) guidelines.

The Honor Guard Unit performs ceremonial duties at funerals (for active and retired employees and Line of Duty Deaths), retirement and awards ceremonies, parades, City events, and special community events.

The Mounted Unit provides resources and support to patrol and other police divisions as requested. The Mounted Unit is a team of specially trained, equestrian-certified police officers, who also participate in ceremonies, parades, holiday theft prevention patrol, search and rescue, criminal transient abatement enforcement, and other special events throughout the year.

The Facility Dog Program utilizes an Assistance Dogs International certified Facility Dog, “Raider,” to interact with community members. K9 Raider has been deployed to assist people impacted by traumatic events, witnesses testifying in court, and various community events and public appearances.

The Mobile Field Force Team consists of sworn personnel who maintain order, ensure public safety, and protect civil rights during civil demonstrations, community events, incidents of civil unrest, and riots. This team will be able to deploy and assist with facilities protection, disaster response, and mutual aid.

City of Corona | Proposed Budget Fiscal Year 2026 Page 294 Goals & Objectives
What did we do in Fiscal Year 2025?
Directed patrol efforts to areas with high crime rates to enhance safety in the city.

Implemented a staffing software to enhance data-driven patrol deployments.

Researched and approved a company for DFR 2.0 with FY 26 implementation.

Added an additional Community Service Officer to Traffic, giving Motors and Traffic Officers more time for enforcement and collision prevention.

Increased proactive patrolling and arrests that reduced crime in the City.

What do we plan to do in Fiscal Year 2026?
Deploy patrol staffing using data from calls for service information to improve customer service.

DFR 2.0 will cover the entire city with UAS, staffed by an officer and CSO full-time to improve patrol availability and reduce response times for in-progress crimes.

Increase patrol officer engagement in traffic education and enforcement to reduce collisions.

Enhance the quality of life for business and community members through visible enforcement operations.

Increase the opportunities for officers to work on special teams.

Research fitness standards for officers and implement a sustainable wellness program.

Service Adjustment Changes (Operating Budget)
Description Amount
Vehicle Purchase for 2 new Community Service Officers' units 99,075 Total $ 99,075
Police Patrol Bureau
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888444%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((111555...777%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((000...333%%%)))
City of Corona | Proposed Budget Fiscal Year 2026 Page 295 Capital Outlay $42,946 $116,568 $0 $0 $0 0%
Contractual $32,715 $192,188 $243,950 $102,050 -$141,900 -58.2% Materials And Supplies $1,763,170 $4,608,416 $4,376,695 $4,645,265 $268,570 6.1% Personnel Services $21,895,436 $22,370,852 $23,870,480 $24,922,147 $1,051,667 4.4% Utilities $2,075 $1,243 $0 $0 $0 0%
Total: $23,736,342 $27,289,267 $28,491,125 $29,669,462 $1,178,337 4.1% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 296 Special Enforcement Bureau Budget Detail
What do we do?
The Special Enforcement Bureau is responsible for other operations of the Police Department. Units included in the Special Enforcement Bureau:

The Traffic Unit is responsible for traffic collision investigations, collision prevention and educational programs, vehicle code enforcement, traffic flow regulations, review of City development plans related to public safety concerns and traffic issues, commercial vehicle enforcement, parking enforcement, tow rotation regulations and oversight, tow rotation company inspections, and special event permits. Additionally, the Traffic Unit participates in the “Drive-4-Life”teen driver safety program. This program is designed for young drivers who have a license or are about to get one in an effort to promote traffic safety on roadways and prevent fatal traffic collisions.

The K-9 Unit provides resources and support to patrol and other police divisions as requested. The K-9 unit offers a much safer and more effective means of conducting building searches, apprehending fleeing criminals, tracking lost people and suspects, narcotics and evidence searches, and scene control.

The Post-Release Accountability and Compliance Team, or PACT, is a multi-jurisdictional team that consists of various law enforcement agencies and county probation officers. The goal of the PACT team is to focus on “high-risk” or“at-large” Post Release Community Supervision (PRCS) offenders that pose the most risk to public safety.

The Special Response Team consists of sworn personnel who are utilized when situations require staffing multiplication or specially trained officers for maximum effectiveness in the protection and safety of the community. Such incidents may include, but are not limited to, hostage situations, barricaded suspects, homicidal/suicidal individuals, and high-risk warrant services.

The Flex Team is a proactive unit that focuses on directed enforcement to address crime trends and quality of life issues. As its name states, the team is flexible and able to work varying hours and days, depending on the needs of the department and the safety of the community.

Goals & Objectives
What did we do in Fiscal Year 2025?
Conducted six DUI checkpoints in association with the Office of Traffic Safety.

Administered several educational and directed enforcement programs such as Distracted Driving, Pedestrian Safety, Bicyclist Safety, and Driving while Intoxicated saturation patrols.

Engaged with the community through a traffic survey and conducted several Drive4Life classes aimed at educating young drivers on the dangers of recklessness.

A second Community Service Officer was added to the traffic bureau to assist with collisions and parking enforcement.

What do we plan to do in Fiscal Year 2026?
Continue to seek grant opportunities that will improve traffic safety.

Seek grant opportunities to expand the FLEX team.

Continue traffic enforcement and education by conducting additional enforcement patrols and hosting community education programs.

Fill a vacant patrol canine position as staffing permits.

City of Corona | Proposed Budget Fiscal Year 2026 Page 297 Special Enforcement Bureau
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999333...777%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((555...444%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((000...999%%%)))
Capital Outlay $43,778 $93,240 $0 $0 $0 0%
Contractual $71,232 $56,462 $35,150 $76,550 $41,400 117.8% Materials And Supplies $368,029 $461,888 $377,594 $456,730 $79,136 21% Personnel Services $3,955,737 $4,828,671 $6,813,053 $7,996,902 $1,183,850 17.4% Utilities $254 $0 $0 $0 $0 0%
Total: $4,439,030 $5,440,261 $7,225,797 $8,530,182 $1,304,386 18.1% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 298 Animal Services and Enforcement Budget Detail
What do we do?
The Animal Services and Enforcement Unit (AS&E) is responsible for enforcing City and state regulations pertaining to animal welfare. The Unit enforces licensing requirements for the control of rabies. Additionally, AS&E provides the public with animalrelated information and instructions for the management and overpopulation of unwanted animals and the care and treatment of pets. The Unit is also responsible for the adoption of shelter pets into new homes. In addition, they administer the Trap, Neuter, and Release Program in locations that release unadoptable, healthy cats back into the community.

Goals & Objectives
What did we do in Fiscal Year 2025?
Started the formal bid process for veterinary services.

Continued to fill remaining vacancies and assess current staffing levels.

Assessed equipment and/or technology needs to increase efficiency in completing daily tasks, including exploring the feasibility of utilizing new technology such as Artificial Intelligence (AI) to reduce the workload on staff.

Increased collaboration with animal rescue organizations to decrease the shelter animal population.

What do we plan to do in Fiscal Year 2026?
Seeking to add an Animal Care Technician, providing growth opportunities for professional staff Improve Animal Services and Enforcement facilities for the welfare and safety of all shelter animals. i.e. (resealing of kennels, kennel expansion, and improvements to the animal quarantine area.) Procurement of a fire and security alarm system.

Seek a contract with a vendor to provide Veterinary Services.

Seek grant opportunities to offset costs associated with pet fosters and food.

Service Adjustment Changes (Operating Budget)
Description Amount
1 FT Animal Care Technician 91,685
Animal Control Supplies due to growth of puppy and fostering activities 16,254 Total $ 107,939
City of Corona | Proposed Budget Fiscal Year 2026 Page 299 Animal Services and Enforcement
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((777111...555%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111888...666%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((999...888%%%))) Contractual $170,660 $267,187 $216,380 $350,000 $133,620 61.8% Materials And Supplies $182,260 $179,165 $161,505 $185,061 $23,556 14.6% Personnel Services $810,646 $962,950 $1,105,059 $1,344,448 $239,389 21.7% Utilities $461 $0 $0 $0 $0 0%
Total: $1,164,027 $1,409,302 $1,482,944 $1,879,509 $396,565 26.7% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 300 Dispatch Budget Detail
What do we do?
The Dispatch Center is responsible for managing all emergency and non-emergency calls for service within the City of Corona.

Operating 24 hours a day, 7 days a week, dispatchers answer incoming calls, assess the nature and urgency of each situation, and coordinate the appropriate response. This includes dispatching police and animal services personnel to incidents throughout the city. In addition to public safety responsibilities, the center also handles after-hours service requests for various other city departments, ensuring continuity of operations and city services outside of regular business hours. The Dispatch Center plays a central role in facilitating timely communication and response between the public and city resources.

Goals & Objectives
What did we do in Fiscal Year 2025?
Replacement of the legacy system was delayed due to complications with CalOES.

Extended support for the current 911 system to ensure uninterrupted 911 service.

Identified and implemented CivicReady as the replacement for the antiquated alert and warning system.

Implemented Versaterm Community Connect to provide real-time call status updates to citizens.

What do we plan to do in Fiscal Year 2026?
Fully implement an AI platform that reviews and grades 911 calls and radio traffic for quality assurance and training purposes.

Explore technology that consolidates multiple dispatcher applications into a single interface.

Dispatch
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888999%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((555...888%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((555...222%%%)))
City of Corona | Proposed Budget Fiscal Year 2026 Page 301 Contractual $219,174 $43,483 $233,913 $276,716 $42,803 18.3% Materials And Supplies $299,946 $302,590 $273,531 $309,994 $36,463 13.3% Personnel Services $3,372,481 $3,797,187 $4,850,476 $4,769,400 -$81,077 -1.7% Undefined Expenses -$203,190 $203,190 $0 $0 $0 0%
Total: $3,688,411 $4,346,449 $5,357,920 $5,356,110 -$1,811 0% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 302 Investigations Bureau Budget Detail
What do we do?
The Investigations Bureau is responsible for investigating major crimes and criminal acts occurring within the city and filing criminal cases with the District Attorney’s Office. Bureau members investigate all crimes not solved by patrol officers’ initial investigations and assists patrol officers in more complex investigations. The Professional Standards Unit (PSU) is responsible for maintaining the integrity and professionalism of the Police Department and its employees by conducting fair and impartial investigations of complaints received from the public. PSU also ensures that department policy and procedures are in compliance with state laws and the California Police Officers Standard and Training (POST). Units included in the Investigation Bureau are:

The Crimes Against Persons Unit oversees crimes against people. These crimes include, but are not limited to, homicides, robberies, domestic violence, sex crimes, crimes against children, assaults, missing persons, and runaway cases. This unit also maintains Project Kids, a regionally based child abuse center. The center provides a child/family-friendly, single site for comprehensive and multidisciplinary team response to the investigation and follow-up processes involved in child abuse cases.

The Crimes Against Property Unit oversees crimes dealing directly with property. These crimes include, but are not limited to, residential, commercial and vehicle burglaries, arson, fraud, vehicle theft, and computer-related crimes. This unit also manages the FLOCK automated license plate reader camera system.

The Vice, Narcotics, and Intelligence Unit, or VNI, is responsible for identifying and apprehending persons engaged in the illegal possession, manufacturing, sales, and use of narcotics and dangerous drugs. VNI also gathers intelligence and enforces laws regarding prostitution and illegal massage establishments. VNI members also investigate overdose death cases related to fentanyl.

Additionally, VNI makes itself available to handle specific problem areas brought to its attention by Zone Commanders.

The Youth and Family Services Unit is comprised of various programs, such as the Youth Diversion Team Program, which provides intervention services to first-time juvenile offenders and at-risk youth. The School Resource Officer (SRO) Program, created through a partnership with the Corona Norco Unified School District (CNUSD), provides four full-time police officers on high school campuses to prevent and deter crime and provide technical and educational assistance to staff and students. The Family Service Services Division Sergeant also serves as the Corona Police Department Hate Crime Coordinator. As the coordinator, the Sergeant establishes relationships with formal community-based organizations and leaders and ensures proper documentation, investigation, and data collection of incidents involving hate crimes.

Bureau members participate in State and Federal Task Forces such as the Regional Computer Forensic Lab (RCFL) and the Federal Bureau of Investigation (Riverside) Joint Terrorism Task Force (JTTF).

Crime and Intelligence Analysts collect and analyze statistical data and other information regarding crime reported in the city. The analysts create reports with this data that are used to plan Police Department activities and resource allocation.

The Forensic Unit provides latent fingerprint identification, DNA collection, photography, collection, analyzation, and documentation of evidence at crime scenes, and assists with video discovery and redaction for the District Attorney’s Office.

The Subpoena and Discovery Section receives and serves all the traffic and criminal subpoenas to police personnel and provides all items of evidence discovery to the District Attorney’s Office.

The Professional Standards Unit is an internal administrative unit responsible for investigating complaints received from the public concerning police personnel performance, demeanor, and behavior; and internal investigations concerning violations of department policy and criminal law. This unit also develops department policy and procedures.

City of Corona | Proposed Budget Fiscal Year 2026 Page 303 Goals & Objectives
What did we do in Fiscal Year 2025?
Developed and deployed a Real Time Information Center (RTIC) and hired a RTIC supervisor with two operators.

Obtained RTIC Operating System software for single pane capabilities for cameras, maps, and location systems.

Selected an Administrative Sergeant to fulfill duties such as PIO, Community Services oversight, Fleet management, and assisting the Professional Standards Unit.

Received an Alcohol Beverage Control grant that is being managed by the Vice/Narcotics team.

Streamlined the city permit process with new software for PD approvals such as massage parlors, firearms/ammo dealers, and special events.

What do we plan to do in Fiscal Year 2026?
Research regional task force opportunities and determine participation.

Merge the Drone as a First Responder program with the RTIC, under ISD.

Assess new technologies to aid in identifying suspects and closing open cases.

Expand the Business Liaison Program by obtaining camera feeds from businesses directly to the RTIC.

Service Adjustment Changes (Operating Budget)
Description Amount
Cellebrite Insights Program (Examination of digital evidence) 10,000 Total $ 10,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 304 Investigations Bureau
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999222...111%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((666...111%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111...888%%%)))
UUUtttiiillliiitttiiieeesss (((000...000111%%%)))
Contractual $215,817 $214,648 $145,446 $175,980 $30,534 21% Materials And Supplies $411,625 $455,647 $572,150 $588,418 $16,268 2.8% Personnel Services $7,418,903 $7,225,839 $7,723,881 $8,883,590 $1,159,708 15% Utilities $1,138 $751 $3,392 $1,400 -$1,992 -58.7%
Total: $8,047,484 $7,896,886 $8,444,869 $9,649,388 $1,204,518 14.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 305 Records Budget Detail
What do we do?
The Records Bureau provides the first-level contact for all Police Department business inquiries. It is the primary service provider for public inquiries, vehicle and report releases, various permits, other front counter customer services, processing reports, arrest complaints, court dispositions, citations, and any related documentation. The Records Bureau inputs data to collect and analyze statistical information related to state and federal reporting requirements. In addition, the Records Bureau tracks and responds to all civil and criminal subpoenas and processes requests for the public disclosure of records.

Property & Evidence is responsible for receiving, recording, storing and maintaining evidence collected from crime scene incidents.

Property & Evidence Technicians maintain the chain of custody of evidence and will facilitate the transfer of these items to other agencies, labs, or return to the owner.

Goals & Objectives
What did we do in Fiscal Year 2025?
Provided additional training opportunities to develop records staff.

Expanded the Records Supervisor Office.

Identified minor equipment needs of Records and Property sections to stay abreast of best practices, functionality and eliminate redundancy.

What do we plan to do in Fiscal Year 2026?
Continue to identify additional training opportunities to develop records staff.

Continue to identify minor equipment needs for Records and Property & Evidence sections to stay abreast of best practices, functionality and eliminate redundancy.

Replace the older model walk-in cooler in the Property & Evidence storage room.

Remove/seal the extra, unused door in the hallway to Property & Evidence to better utilize space in the Property & Evidence room.

Service Adjustment Changes (Operating Budget)
Description Amount
Drug Destruction from property and evidence section 5,950 Incident Based Reports Maintenance 5,780
Total $ 11,730
City of Corona | Proposed Budget Fiscal Year 2026 Page 306 Records
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999555%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((444...444%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((000...666%%%)))
Contractual $0 $1,030 $0 $6,670 $6,670 N/A
Materials And Supplies $30,419 $28,171 $45,988 $52,388 $6,400 13.9% Personnel Services $865,901 $952,148 $974,860 $1,125,715 $150,855 15.5% Total: $896,320 $981,349 $1,020,848 $1,184,774 $163,925 16.1% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 307 Public Works
Savat Khamphou
Public Works Director
The mission of the Public Works Department is to provide efficient and cost-effective services through traffic management, capital improvement, street maintenance, fleet services, and environmental compliance. The department strives to serve Corona citizens and customers in a helpful, courteous, and responsive manner.

What do we do?
The Public Works Department is dedicated to providing well-planned, attractive, and safe public facilities, services, and improvements to the Corona community. The department serves the community by developing, constructing, and maintaining the public infrastructure, which includes streets, sidewalks, storm drains, and traffic signals. More specifically, the department implements the City's Capital Improvement Program to deliver projects, operates the traffic management center to oversee city traffic, provides street maintenance services for cleanliness and safety, and maintains the City's fleet while ensuring environmental and regulatory compliance. The Public Works Department remains committed to providing these services efficiently and cost-effectively to enhance the quality of life for Corona's residents, businesses and visitors.

City of Corona | Proposed Budget Fiscal Year 2026 Page 308 City of Corona | Proposed Budget Fiscal Year 2026 Page 309 Public Works Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 310 Public Works - Expenditures Summary
$23,318,344
$1,208,146
(5.46% vs. prior year)
Expenditures, by Fund
GGGeeennneeerrraaalll FFFuuunnnddd (((222777...444%%%))) IIInnnttteeerrrnnnaaalll SSSeeerrrvvviiiccceee FFFuuunnndddsss (((222555...333%%%))) EEEnnnttteeerrrppprrriiissseee FFFuuunnndddsss (((222111...111%%%))) SSSpppeeeccciiiaaalll RRReeevvveeennnuuueee FFFuuunnndddsss (((222000...999%%%))) CCCaaapppiiitttaaalll PPPrrrooojjjeeeccctttsss FFFuuunnndddsss (((555...333%%%))) Capital Projects Funds $813,270 $974,602 $1,045,427 $1,240,395 $194,968 18.6% General Fund $3,765,791 $4,477,815 $5,016,166 $6,381,058 $1,364,893 27.2% Special Revenue Funds $4,201,385 $4,563,523 $5,820,798 $4,881,732 -$939,066 -16.1% Enterprise Funds $4,099,332 $4,579,690 $4,963,472 $4,918,223 -$45,249 -0.9% Internal Service Funds $5,572,701 $6,414,168 $5,264,335 $5,896,935 $632,600 12% Total: $18,452,481 $21,009,797 $22,110,197 $23,318,344 $1,208,146 5.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) $ Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 311 Public Works
Budgeted Expenditures, by Function
FFFllleeeeeettt (((222555...333%%%)))
SSStttrrreeeeeettt///DDDrrraaaiiinnnaaagggeee///SSSiiidddeeewwwaaalllkkk MMMaaaiiinnnttteeennnaaannnccceee (((111777%%%))) TTTrrraaannnsssiiittt (((111555...777%%%)))
CCCaaapppiiitttaaalll IIImmmppprrrooovvveeemmmeeennntttsss (((111444...888%%%))) SSSiiigggnnnaaalll OOOpppeeerrraaatttiiiooonnnsss (((888...777%%%))) SSStttrrreeeeeetttllliiiggghhhtttiiinnnggg --- DDDiiissstttrrriiiccctttsss (((666...444%%%))) TTTrrraaaffiffifficcc EEEnnngggiiinnneeeeeerrriiinnnggg (((555...666%%%))) DDDrrraaaiiinnnaaagggeee QQQuuuaaallliiitttyyy /// NNNPPPDDDEEESSS (((333...666%%%))) PPPuuubbbllliiiccc WWWooorrrkkksss AAAdddmmmiiinnniiissstttrrraaatttiiiooonnn (((222...777%%%))) PPPuuubbbllliiiccc TTTrrraaannnssspppooorrrttt///EEEmmmiiissssssiiiooonnn RRReeeddduuu (((000...111%%%))) DDDrrraaaiiinnnaaagggeee MMMaaaiiinnnttteeennnaaannnccceee (((000...000222%%%))) Capital Improvements $1,497,635 $1,973,489 $3,211,472 $3,461,578 $250,106 7.8% Drainage Quality / NPDES $571,731 $703,610 $794,690 $849,963 $55,273 7% Drainage Maintenance $2,816 $3,596 $3,830 $3,869 $39 1% Fleet $5,572,701 $6,414,168 $5,264,335 $5,896,935 $632,600 12% Public Works Administration $668,020 $714,846 $706,885 $624,453 -$82,433 -11.7% Public Transport/Emission Redu $11,855 $21,701 $33,200 $31,200 -$2,000 -6% Street/Drainage/Sidewalk Maintenance $2,713,007 $3,098,348 $3,320,483 $3,972,358 $651,875 19.6% Streetlighting - Districts $1,323,538 $1,432,737 $1,792,458 $1,488,025 -$304,433 -17% Signal Operations $2,000,533 $2,149,707 $2,190,942 $2,025,686 -$165,256 -7.5% Transit $3,019,147 $3,328,821 $3,280,654 $3,651,127 $370,473 11.3% Traffic Engineering $1,071,496 $1,168,774 $1,511,249 $1,313,151 -$198,098 -13.1% Total: $18,452,481 $21,009,797 $22,110,197 $23,318,344 $1,208,146 5.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 312 Public Works Administration Budget Detail
What do we do?
The Public Works Administration provides support, management, and guidance for the Public Works Department's daily operations. This section is responsible for departmental budgeting, personnel, contract administration, special projects, document management, and coordination with other departments. The Public Works Administration provides customer service to internal and external customers and offers administrative and technical support to all sections of the Public Works Department.

Goals & Objectives
What did we do in Fiscal Year 2025?
Sucess in managing department recruitment and selection of replacement staff.

Continued to provide appropriate levels of customer service through proper staffing levels.

Coordinated the development, implementation and monitoring of the department's annual operating and capital budgets.

Sucess in receiving competitive grant funding opportunities to receive financial assistance with capital improvement projects and offset the use of local funding.

What do we plan to do in Fiscal Year 2026?
Continue to measure success in recruitment, training, and leadership development.

Continue to seek additional grant funding opportunities to help fund Capital Improvement Projects.

Continue to monitor revenues and expenditures to evaluate financial alternative funding sources.

Develop and implement a succession plan to effectively develop in-house expertise for well-qualified employees and ensure critical staffing needs are met.

Service Adjustment Changes (Operating Budget)
Description Amount
Memberships and Dues - American Public Works Association (APWA) 2,700 Increase in Employee Engagement 2,000
Conference, Training, and Travel - Public Works 4,000
Total $ 8,700
City of Corona | Proposed Budget Fiscal Year 2026 Page 313 Public Works Administration
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999000...444%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((999...444%%%))) UUUtttiiillliiitttiiieeesss (((000...222%%%)))
Contractual $20 $3,400 $0 $0 $0 0%
Materials And Supplies $244,604 $255,778 $249,971 $58,624 -$191,347 -76.5% Personnel Services $420,637 $453,027 $454,015 $564,329 $110,314 24.3% Utilities $2,759 $2,641 $2,900 $1,500 -$1,400 -48.3%
Total: $668,020 $714,846 $706,885 $624,453 -$82,433 -11.7% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 314 Public Transport/Emission Reduction Budget Detail
What do we do?
This section manages the AB2766 Subvention Fund program to promote the reduction of motor vehicle emissions. Staff currently utilizes the funds for the following programs: bus pass subsidy and membership dues for Western Riverside County Clean Cities Coalition.

Goals & Objectives
What did we do in Fiscal Year 2025?
Continued participation in the Western Riverside County Clean Cities Coalition.

Submitted the annual AB2766 Trip Reduction Report to AQMD for FY 23/24.

What do we plan to do in Fiscal Year 2026?
Continue the bus pass subsidy program.

Continue participation in Western Riverside County Clean Cities Coalition.

Pursue additional projects that contribute to the reduction of motor vehicle emissions.

Submit the annual AB2766 Trip Reduction Report to AQMD for FY 24/25.

Public Transport/Emission Reduction
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((999000...111%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((999...666%%%)))
UUUtttiiillliiitttiiieeesss (((000...333%%%)))
City of Corona | Proposed Budget Fiscal Year 2026 Page 315 Contractual $0 $1,082 $3,000 $3,000 $0 0%
Materials And Supplies $11,818 $20,594 $30,100 $28,100 -$2,000 -6.6% Utilities $37 $25 $200 $100 -$100 -50%
Total: $11,855 $21,701 $33,300 $31,200 -$2,100 -6.3%
Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 316 Traffic Engineering Budget Detail
What do we do?
The Traffic Engineering group ensures that the City's traffic circulation system operates safely and efficiently. In accordance with state and local regulations, Traffic Engineering staff plans for growth-related needs, designs system improvements, coordinates construction activities, provides plan review for new development and utility permit work, and maintains system components for vehicles, bicycles, and pedestrians.

Goals & Objectives
What did we do in Fiscal year 2025?
Striping & Signage Support for the Major Pavement Rehab project.

Roadway Striping and Sign Maintenance and Replacement.

Performed approximately 550 plan checks.

Prepared approximately 150 work orders.

Completed design for Traffic Signal at Bedford at Georgetown.

Completed design on Radio Road grade crossing improvement project.

Initialized Traffic Signal Optimization project construction phase.

Prepared bid package for Traffic Signal at Autocenter/Metrolink.

Replaced aging crosswalks with High-Intensity Activated Crosswalk (HAWK) Systems.

Completed update to the City's Traffic Impact Study Guidelines.

Initialized revamp of Neighborhood Traffic Management Program.

What do we plan to do in Fiscal Year 2026?
Continue striping support for Major Pavement Rehab projects.

Finalize construction of Traffic Signal at Auto Center/Metrolink.

Construct a Traffic Signal at Bedford/Georgetown.

Construct Traffic Signal at California/Masters.

Construct the Radio Road grade crossing improvement project.

Finalize construction of the Traffic Signal Optimization Project.

Retrofit aging fixed Dynamic Message Signs.

Begin design for Promenade Corridor improvements.

Service Adjustment Changes (Operating Budget)
Description Amount
Conference, Training, and Travel - Public Works 4,000
Total $ 4,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 317 Traffic Engineering
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((444666%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((444444...555%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((999...555%%%)))
Capital Outlay $0 $997 $0 $0 $0 0%
Contractual $197,618 $111,755 $250,000 $125,000 -$125,000 -50% Materials And Supplies $437,330 $498,346 $621,291 $584,230 -$37,061 -6% Personnel Services $432,329 $554,327 $635,808 $603,921 -$31,887 -5% Utilities $4,220 $3,349 $4,150 $0 -$4,150 -100%
Total: $1,071,496 $1,168,774 $1,511,249 $1,313,151 -$198,098 -13.1% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 318 Transportation Services Budget Detail
What do we do?
The Transit Division provides/oversees the Dial-A-Ride (DAR) and Corona Cruiser Services. The Dial-A-Ride Service provides curb-tocurb service throughout the City of Corona and neighboring county areas of Coronita, El Cerrito, and Home Gardens, as well as satellite locations in the City of Norco (Department of Motor Vehicles, Department of Public Social Services, and Norco College).

The service is available to qualified individuals (seniors 60 and older or persons with disabilities). The complementary paratransit Dial-A-Ride service area extends beyond city limits to ensure Compliance with the Americans with Disabilities Act 3/4-mile corridor from a Corona Cruiser fixed route. Door-to-door service is available upon request for Dial-A-Ride patrons certified under the ADA.

The service is available on weekdays and Saturdays.

The Corona Cruiser Service is a network of two fixed routes known as the Blue Line and the Red Line. The Blue Line serves the McKinley Street retail area, then travels on to Magnolia Avenue and Main Street to the River Road area. This route passes by many trip generators such as hospitals, medical facilities, schools, public service agencies, library, civic center, and commercial/retail areas. This route also serves the unincorporated area of Home Gardens. The Blue Line operates approximately every hour. The Red Line connects the residential areas of central Corona with commercial areas along Sixth Street and the Ontario Avenue/California Avenue retinal area. The Red Line also covers South Corona along Ontario Avenue/Temescal Canyon Road to serve the county area of El Cerrito, The Crossings shipping complex at Cajalco Road/Temescal Canyon Road, and the Ships at Dos Lagos on Saturdays. The Red Line also operates approximately every hour. Both lines operate on weekdays and Saturdays, providing service within the City with connections to the North Main Corona Metrolink Station via the Corona Transit Center and Riverside Transit Agency (RTA) buses via transfer points. Service is provided using twenty (20) City-owned transit buses. All buses are compliant with the ADA requirements for accessibility and wheelchair securement. These buses are powered using Compressed Natural Gas fuel.

This section pursues and manages transportation funding and grant opportunities to enhance public transit services, improve bicycle and pedestrian facilities, and promote emission-reducing transportation alternatives.

City of Corona | Proposed Budget Fiscal Year 2026 Page 319 Goals & Objectives
What did we do in Fiscal Year 2025?
Prepared and submitted documents for the past three fiscal years to the Federal Transit Administration for the Triennial Review.

Updated Disadvantage Business Enterprise (DBE) program pursuant to the DBE Final Rule for submission to the Federal Transit Administration.

Continued the Fare Subsidy Program, which became effective October 1, 2023, through June 30, 2026. California Department of Transportation Low Carbon Transit Operations Program funds are being used to subsidize the fares, which include free fares for Seniors, Persons with Disabilities, and Students and a reduced fare of $1.00 for the General Public.

Processed the following state and federal reports:

Quarterly & annual reports for all open Federal Transit Administration Grants.

Annual National Transit Database Report
Annual State of Good Repair Report
Annual Low Carbon Transit Operations Report
Semi-Annual Disadvantaged Business Enterprise Report
Prepared and processed the FY 2025/26-2027/28 Short Range Transit Plan.

Continue to update marketing materials with new branding, including bus stop signs.

Released RFP for consulting services to implement the activities outlined in the Final COA Plan for service improvements.

Onboarding of staff (Management Analyst) to assist with day-to-day operations, data analysis, grant reporting, and procurement activities.

Prepared and submitted documents for the Transportation Development Act Triennial Performance Audit.

Fielded and executed miscellaneous transit matters, such as complaints, DAR applications, and service inspections, to ensure compliance under the State of Good Repair; attended all mandatory transit meetings, etc.

What do we plan to do in Fiscal Year 2026?
Complete and finalize the Federal Transit Administration Triennial Review.

Complete and finalize the Transportation Development Act Triennial Performance Audit.

Replace bus stop signs with new signs incorporating the city's new branding.

Finalize the official Code of Conduct and policy.

Award consulting services to assist with the implementation activities outlined in the Final adopted Comprehensive Operations Analysis.

Proceed with activities related to service improvements, including route realignment, pilot micro-transit service, and related bus stop improvements.

Proceed with procurement activities for the purchase of cutaway buses that are past their useful life.

Proceed with activities for the Intelligent Transportation System (ITS). The ITS will include components such as Computer-Aided Dispatching (CAD), Automatic Vehicle Location (AVL), Automated Annunciators to meet ADA Requirements, relay real-time transit information, an Automated Passenger Counter (APC), and an advance fare payment system. The use of ITS technologies contributes to enhanced customer service, improved productivity, and overall fiscal responsibility of the transit system.

Prepare the scope of work for upgrading the Digital Land Mobile Radio system used for communication with drivers.

Prepare the scope of work for the bus shelter advertising solicitation.

Prepare and process the 2026/27-2028/29 Short Range Transit Plan.

Update the Title VI Program for submittal to the FTA Civil Rights Office due June 1, 2026.

Develop the Triennial DBE Goal for Federal Fiscal Years 2027 through 2029 for submittal to the FTA Civil Rights Office due August 1, 2026.

Update the Public Transit Agency Safety Plan for submittal to the Southern California Association of Governments due December 2025.

Prepare and process all state and federal quarterly/annual reports.

City of Corona | Proposed Budget Fiscal Year 2026 Page 320 Transportation Services
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((888222%%%)))
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((999...444%%%))) UUUtttiiillliiitttiiieeesss (((666...333%%%)))
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((222...333%%%))) Contractual $2,213,915 $2,532,934 $2,682,524 $2,994,922 $312,398 11.6% Depreciation $651,509 $324,249 $0 $0 $0 0%
Materials And Supplies $58,847 $58,867 $63,854 $84,924 $21,070 33% Personnel Services $200,679 $248,291 $295,727 $342,451 $46,724 15.8% Utilities $214,374 $184,830 $254,520 $228,830 -$25,690 -10.1% Total: $3,339,324 $3,349,171 $3,296,625 $3,651,127 $354,502 10.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 321 Signal Operations Budget Detail
What do we do?
Signal Operations, a group within the Traffic Engineering Section, is responsible for the maintenance, operation, and repair of the City's traffic circulation system. This group maintains all aspects of the City's Advanced Traffic Management System (ATMS), which includes the Traffic Management Center in City Hall and the Emergency Operations Center, traffic cameras, roadway warning beacons, enhanced crosswalks, and dynamic message signs throughout the city. The upkeep of these facilities and equipment provides for the safe and efficient travel of pedestrians, bicyclists, and motorists throughout Corona. A combination of in-house staff and contracted services perform maintenance and repairs.

Goals & Objectives
What did we do in Fiscal Year 2025?
Maintained over 220 traffic signals and traffic control devices.

Continued upgrading aging traffic monitoring cameras at various locations.

Continued upgrading various traffic signal hardware with ADA enhancements.

What do we plan to do in Fiscal Year 2026?
Update plans and complete bid package for the construction phase of the ATMS Phase 3 Project.

Continue with upgrading aging traffic monitoring cameras at various locations.

Continue with upgrading various traffic signal hardware with ADA enhancements.

Begin implementation of the Traffic Signal Optimization Project timing phase.

Signal Operations
Budgeted Expenditures, by Expense Type
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CCCooonnntttrrraaaccctttuuuaaalll (((111...777%%%)))
City of Corona | Proposed Budget Fiscal Year 2026 Page 322 Contractual $25,752 $26,976 $35,990 $33,697 -$2,293 -6.4% Materials And Supplies $1,256,264 $1,240,482 $1,212,038 $885,214 -$326,824 -27% Personnel Services $527,457 $662,494 $735,790 $884,793 $149,003 20.3% Utilities $191,060 $219,755 $207,123 $221,981 $14,858 7.2% Total: $2,000,533 $2,149,707 $2,190,942 $2,025,686 -$165,256 -7.5% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 323 Capital Improvements Budget Detail
What do we do?
The Capital Improvements Program provides engineering and project management services involving the preparation of plans and specifications, technical direction, oversight of design, bid, construction, and management of capital improvement projects. This program develops and implements all significant capital improvements within the public right-of-way for the City's Public Works Department and the Department of Water and Power. The Department of Water and Power provides funding for capital improvement projects associated with water and water reclamation. The Capital Improvements Program also manages regionally funded transportation projects and street pavement rehabilitation projects, including projects funded through the Transportation Uniform Mitigation Fee (TUMF) program and the Local Streets and Roads (LSR) program. The Capital Improvements section seeks local, state, and federal grant funding opportunities to improve facilities such as streets, bike lanes, sidewalks, traffic signals, streetlights, and bridges.

City of Corona | Proposed Budget Fiscal Year 2026 Page 324 Goals & Objectives
What did we do in Fiscal Year 2025?
Asset Management Plan
Developed a comprehensive plan to guide the City toward achieving Strategic Asset Management maturity.

Established a cross-departmental Steering Committee to champion the program's development, ensure alignment, and drive organization-wide adoption.

Draft an Asset Management Policy to formalize governance structures and support long-term program sustainability.

Coordination of identification and classification of key municipal assets, including major systems and their subcomponents, to support strategic decision-making.

Integrated over 200,000 new data sets into the asset management system, significantly enhancing data quality, asset visibility, and operational insights.

Parks and Facilities
Finalized On-Call Professional Service Agreements, managing the process and awarding contracts to 53 firms across 20 disciplines.

Reached 60% concept design completion for the City Park Revitalization Project.

Completed CDBG-funded improvements at the Corona Senior Center, including ADA upgrades, parking lot lighting, HVAC, landscaping, outdoor game areas, expanded patio, and facade enhancements.

Constructed three new playgrounds: Mountain Gate Park, Fairview Park, and Border Park.

Installed four new shade structures over playgrounds: Lincoln, Mountain Gate, Cresta Verde, and Santana Parks.

Completed ADA improvement projects at five parks: Border, Sheridan, Kellogg, Brentwood, and Tehachapi.

Installed ballfield shade structures on four baseball fields at Mountain Gate Park.

Finalized the redesign of the Fire Station No. 2 Rebuild project in January 2025; the full-scale project will not proceed due to lack of funding.

Demolished the City Park pool, including the pool building, two restrooms, a metal storage structure, and a storage tank.

Developed and transitioned the pilot "Canvas on the Curb" program to the Community Services Department, wrapping traffic signal boxes with community-submitted artwork.

Awarded design contract for Phase II improvements at Griffin Park.

Awarded construction contract for the Old Police Building; the project is currently under construction.

Awarded construction contract for CDBG-funded Victoria Park Splashpad; the project is currently under construction.

Awarded construction contract for conference room A/V improvements.

Awarded construction contract for LED upgrade at Magnolia and Ontario.

Completed 100% bid documents for CDBG-funded Sheridan Park Playground Improvements; Anticipated award to the contractor in May 2025.

Completed 100% bid documents for Citywide Park ADA Improvements – Year 4, covering restroom and site upgrades at Mangular, Rimpau, Serfas Club, Fairview, Stagecoach, Village, and Spyglass Parks.

Reached 90% design completion for improvements at Auburndale Park.

Continued project closeout process of the Cajalco/I-15 Interchange; maintaining the landscaping; completion expected April 2026.

Streets and Storm Drains
Completed construction for the Citywide Annual Street Pavement Project FY 2021, including pavement rehabilitation of 94 lane miles of citywide local and major streets.

Completed design and advertisement for the construction of the Citywide Annual Street Pavement Project FY 2024 and FY 2025 combined project, including rehabilitating 171 lane miles of citywide local and major streets.

Completed construction of the improvements to the Corona Municipal Airport.

Developed and received Council approval for the ten-year pavement management program that includes pavement inspections of the entire street network, budgetary analysis, and treatment recommendations through 2035.

Completed the citywide sidewalk assessment to update the sidewalk, curb, and gutter inventory.

Prepared Bridge Preventative Maintenance Program and associated report, accepted by CalTrans to aid in future preventative maintenance projects.

Finalized pavement inspections of the alleyways within the city to develop the alleyway network and developed an alleyway rehabilitation plan.

City of Corona | Proposed Budget Fiscal Year 2026 Page 325 Worked with the US Army Corp of Engineers and Orange County Public Works through completion of the Alcoa Dike project.

Completed and received Council direction on the 6th Street Beautification and Revitalization Project concepts.

Completed 30% design of the 6 Street Beautification and Revitalization Phase I – Main to Ramona project.

Completed design and began construction of the South Mall Parking Lot Rehabilitation project, with an expected completion date early in FY 26.

Awarded and completed the Bicycle Master Plan Update outreach and workshops, with a Report completion planned early in FY

26. Completed hydrology and hydraulic modeling of the City limits as part of Corona's Storm Drainage and the Storm Water Master Plan.

Advertised the combined East Grand, Joy, and Victoria Storm Drain Project (Downtown Drainage Improvements Phase I) Completed Construction of the Corona Green Alleys.

Applied for and was awarded $10M of Riverside County Flood Control District funding for the Downtown Drainage Improvements Phase II Project (6 Street and Merrill).

Advertised the RFP for the design of the Drain Line 9A Storm Drain project.

Advertised the RFP for the design of the MDP Line 5, Stg 1 Storm Drain project.

Completed design, advertised for construction, and completed construction of the Storm Drain Catch Basin Filters Year 1 project.

Completed design of the E. Chase Drive and Smith Ave. Sidewalk Gap Closure.

Continued removal of invasive plants, replanting of native species, and protection of endangered animals to restore the natural waterway habitats included in the Foothill Mitigation Sites project.

Utilities
Awarded construction contract for Well 14 Rehabilitation & Equipping.

Began the design for Glen Ivy Radio Communications Tower.

Completed construction of the WRCRWA Reclaimed Waterline.

Complete preliminary design of the WRCRWA Flow Control.

Begin preliminary design for Downtown 6 Street Waterline Replacement. th
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City of Corona | Proposed Budget Fiscal Year 2026 Page 326 What do we plan to do in Fiscal Year 2026?
Asset Management Plan
Secure formal approval and adoption of the Asset Management Policy to guide long-term infrastructure planning and investment.

Present the inaugural State of Infrastructure Report to provide leadership with a comprehensive overview of asset performance and lifecycle status.

Establish standardized condition reporting across all infrastructure to support data-driven decision-making and prioritization.

Advance the GIS integration by refining layer filtering and maintaining up-to-date spatial data within the Asset Management system.

Expand the Asset Management system by onboarding additional asset categories to ensure complete asset visibility and operational alignment.

Parks and Facilities
Finalize design and begin construction of the City Park Revitalization Project.

Finalize design and begin construction of modified Fire Station No. 2 Rebuild Project.

Complete construction of restroom and site improvements for ADA compliance at Mangular, Rimpau, Serfas Club, Fairview, Stagecoach, Village, and Spyglass Parks.

Complete design of restroom and site improvements for ADA compliance at Buena Vista, Butterfield, Chase, Eagle Glen, Jameson, Parkview, River Road and Rock Vista parks.

Complete design of Park Playground Replacements/Shade Structures at Playgrounds Phase 2: Will replace four aging playgrounds and install ADA required surfacing and/or shade at 10 other sites, including shade for Santana Park Ballfields.

Begin design of the Skyline Trail Pedestrian Bridge.

Complete construction for the Auburndale Park Improvements.

Complete construction on the Veteran's Memorial Enhancement Project.

Complete construction of Splash pad at Victoria Park.

Complete rehabilitation of the existing playground at Sheridan Park.

Demolish the old Police Department Building.

Complete construction at Griffin Park, Phase II Improvements.

Complete conference room A/V improvements.

Complete LED upgrade at Magnolia and Ontario.

Continue project closeout process of the Cajalco/I-15 Interchange; completion expected April 2026.

Street and Storm Drains
Start and complete design for the Downtown Drainage Improvements Phase I Project (East Grand Boulevard Storm Drain, South Joy Street Storm Drain, South Victoria Avenue Storm Drain), then advertise and award for construction.

Advertise for, award, and start design for the Downtown Drainage Improvements Phase II Project (6 Street and Merrill) Award and begin design for the Drain Line 9A Storm Drain project.

Award and begin design for the MDP Line 5, Stg 1 Storm Drain project.

Begin design of Gilbert Avenue Improvements.

Prioritize, begin design, and apply for grants for initial projects identified by the Bridge Preventive Maintenance Plan.

Complete construction for the Sidewalk Gap Closure at E. Chase Drive and Smith Avenue.

Complete design for Sixth Street Beautification and Revitalization Phase I – Main to Ramona, incorporating the Iconic Signs project. Advertise, award, and begin construction in early calendar year 2026.

Award and complete design for Sixth Street Beautification and Revitalization Phase II from W Grand to E Grand, incorporating the Iconic Signs project.

Begin design for Sixth Street Beautification Phase III, Landscaped Medians from Via Bernardo to Temescal Wash, incorporating the Gateway Signs project.

Complete construction of South Corona Mall and the Stan Reynolds / Main Street Traffic Signal.

Complete demolition of the city-owned North Corona Mall properties.

Begin design of Year 1 of the Alleyway Improvements Project.

Begin design for the CDBG Sidewalk Improvements.

Complete the project report and ADA Transition Plan Update for the Citywide sidewalks and ADA facilities.

Complete design, award, and construction of the Storm Drain Catch Basin Filters Year 2 project.

Complete Drainage Master Plan Update, report to Council and apply for future funding for FY27-30 projects with Riverside County Flood Control and Water Conservation District.
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City of Corona | Proposed Budget Fiscal Year 2026 Page 327 Complete design of the Ontario Avenue Widening at Lincoln Avenue Project.

Complete design of the Ontario Avenue / I-15 Corridor Enhancements Project.

Complete the construction for the Citywide Annual Street Pavement Project FY 2024 and FY 2025 combined project, including rehabilitating 171 lane miles of citywide local and major streets.

Complete the design for the Citywide Annual Street Pavement Project FY 2026.

Complete design for the Magnolia Avenue Bridge Widening Project.

Award and Construct the E. Chase Drive and Smith Ave. Sidewalk Gap Closure Project.

Complete and report to Council the findings of Corona's Bicycle Master Plan Update.

Complete construction of the McKinley Grade Separation.

Complete enhancement and replanting of sensitive natural habitats at six locations as part of the Foothill Mitigation Sites project.

Utilities
Begin and complete construction of the Arcadia/Minnesota Waterline Replacement.

Begin and complete construction of Well 14 Rehabilitation & Equipping.

Complete the design of the Glen Ivy Water Treatment Plant.

Continue the design of Glen Ivy Radio Communications Tower.

Begin preliminary design of Grand Quadrant Waterline Replacements.

Complete design for the SDO Lift Station Replacement.

Begin construction of the SDO Lift Station Replacement.

Complete Sewer Master Plan Update.

Complete design of WRCRWA Flow Control.

Begin construction of WRCRWA Flow Control.

Complete design for the Downtown Sixth Street Waterline Replacement.

Service Adjustment Changes (Operating Budget)
Description Amount
Memberships and Dues - California Park & Recreation Society (CPRS) and National Council of Architectural Registration Boards 670 Purchase of References Documents for Public Works 1,100 Memberships and Dues - American Water Works Association and North American Society for Trenchless Technology 825 Conference, Training, and Travel - Public Works 10,000
Total $ 12,595
City of Corona | Proposed Budget Fiscal Year 2026 Page 328 Capital Improvements
Budgeted Expenditures, by Expense Type
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Contractual $1,211 $2,579 $0 $0 $0 0%
Materials And Supplies $28,738 $59,098 $62,550 $47,794 -$14,756 -23.6% Personnel Services $1,465,242 $1,908,978 $3,147,922 $3,413,384 $265,462 8.4% Utilities $2,445 $2,835 $1,000 $400 -$600 -60%
Total: $1,497,635 $1,973,489 $3,211,472 $3,461,578 $250,106 7.8% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 329 Street/Drainage/Sidewalk Maintenance Budget Detail
What do we do?
The Street Maintenance Program provides maintenance of City streets, alleys, and right-of-way to ensure the safe passage of vehicular traffic. The program also assists with road closures, hazardous material responses and special events. It is responsible for the maintenance of concrete sidewalks, curbs and gutters, and other concrete structures within the public right-of-way to ensure the safety of pedestrians and proper drainage of City streets and right-of-way. Street Maintenance is responsible for maintaining all regulatory, warning and guide signs, as well as patching potholes and maintaining pavement markings within the City to provide the public with a safe and informative transportation system.

The Street Sweeping Program provides for the regular cleaning of the City's public streets and alleys using a contracted street sweeping firm. An ongoing and effective street sweeping program is required to comply with the South Coast Air Quality Management District (AQMD) and National Pollutant Discharge Elimination System (NPDES) requirements.

Goals & Objectives
What did we do in Fiscal Year 2025?
Completed approximately 4,898 work orders related to street maintenance, street lighting, litter collection, and road hazard removal and repair.

Replaced 32,524 square feet of concrete sidewalk and 809 linear feet of curb and gutter at 220 locations throughout the city.

Repaired 24,929 square feet of potholes at 367 locations throughout the city.

Retrieved 441 tons of debris from the public right of way at 831 locations throughout the City.

Repaired, replaced, or installed 1,923 signs within the public right-of-way.

Cleared approximately 1,727,000 square feet of weeds from the public right-of-way and debris basins at 124 locations throughout the city.

Performed maintenance on 146 storm drain catch basins throughout the city.

Swept approximately 29,316 curb miles, retrieving nearly 2,410 tons of rubbish from curbs and gutters.

What do we plan to do in Fiscal Year 2026?
Replace at least 30,000 square feet of lifted, cracked and damaged sidewalks throughout the city to continue improving public safety.

Replace/fill at least 40,000 square feet of potholes throughout the City to continue improving road conditions.

Perform preventative maintenance on approximately 2,000 signs within the public right-of-way.

Continue to provide prompt response to all debris in the public right-of-way requests.

Continue the Weed Abatement Maintenance Program to identify problematic areas to plan routine abatement schedules and clear 1,500,000 square feet of weeds within the public right-of-way and storm drain debris basins.

Continue to develop a comprehensive preventative maintenance storm drain program to increase the number of storm drain catch basins that are cleaned each fiscal year.

Sweep 25,000 curb miles, retrieve 2,000 tons of rubbish from the public right-of-way to continue meeting NPDES regulations, ensure proper drainage within the City, and maintain the cleanliness of the City's public right-of-way.

Service Adjustment Changes (Operating Budget)
Description Amount
Catch Basin with Trash Capture Device Cleaning 85,000
Total $ 85,000
City of Corona | Proposed Budget Fiscal Year 2026 Page 330 Street/Drainage/Sidewalk Maintenance
Budgeted Expenditures, by Expense Type
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Capital Outlay $125,754 $90,346 $0 $0 $0 0%
Contractual $721,678 $939,770 $935,441 $890,441 -$45,000 -4.8% Materials And Supplies $665,152 $714,540 $863,406 $1,146,982 $283,576 32.8% Personnel Services $1,188,327 $1,343,708 $1,510,585 $1,926,636 $416,050 27.5% Utilities $12,096 $9,983 $11,051 $8,300 -$2,751 -24.9%
Total: $2,713,007 $3,098,348 $3,320,483 $3,972,358 $651,875 19.6% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 331 Drainage Quality/NPDES Budget Detail
What do we do?
The NPDES Program administers the National Pollutant Discharge Elimination System (NPDES) program for the City of Corona. The NPDES (Stormwater Management) Permit is mandated by the Federal Clean Water Act and implemented by the State Water Resources Control Board with the goal of preventing pollutants from entering our lakes, streams, rivers, and oceans through stormwater runoff. Under the Permit, the City conducts inspections of businesses, construction sites, and its municipal facilities. It responds to illicit discharges to ensure that pollutants are not flowing from private and public property into the storm drain system.

The Regulatory Compliance Program schedules, performs, coordinates, evaluates, and reviews permits, inspections, training, and reporting for air quality, hazardous materials, and related environmental programs. Regulatory compliance ensures the City maintains Compliance with Federal, State, and Local regulations for the City's assets. As new regulations are drafted, Regulatory Compliance attends workshops, engages with agency advocate groups, and submits comment letters to state agencies such as the California Air Resources Board (CARB) and Air Quality Management District (AQMD). As draft regulations develop, Regulatory Compliance evaluates the changes from current policies and determines what the effect would be on the City's assets.

City of Corona | Proposed Budget Fiscal Year 2026 Page 332 Goals & Objectives
What did we do in Fiscal Year 2025?
Conducted 265 construction site visits to confirm compliance with the City's NPDES development and construction guidelines.

Conducted 160 commercial/industrial site visits in accordance with the inspection schedule to verify compliance with the City Municipal Code and NPDES permit.

Performed 95 residential requests/field reviews in response to possible NPDES violations.

Conducted 65 pool inspections to ensure pool water discharge was within the conditions allowed by the Permit.

Conducted 23 City municipal facility and 12 City airport inspections to confirm that discharge conditions are within the limits authorized by the Permit.

Participated in 85 meetings for NPDES & Regulatory Compliance activities for continued collaboration with regional agencies to ensure City compliance for stormwater management and other environmental regulations.

Submitted the Annual NPDES Progress Report of the City's NPDES Program to Riverside County Flood Control & Water Conservation District (RCFC & WCD).

Scheduled, coordinated, and escorted inspectors for both the local Certified Unified Program Agency (CUPA) and AQMD to inspect City facilities and equipment.

Updated and managed all data and submissions for 9 City facilities in the California Environmental Reporting System (CERS) by the required deadline.

Reviewed, processed, and submitted permit renewals for 15 City facilities and assets.

Reviewed, sorted, and organized documentation for 20 different inspections for underground storage tanks located at the Fuel Station and set up procedures to organize future documentation for traceability.

Collaborated with CIP for City Council approval of construction contractor to begin Citywide installations of 220 storm drain catch basin filters.

Collaborated with CIP for City Council approval of a $1 million grant funding agreement with RCFC & WCD to design & construct Corona storm drain retrofit program.

Addressed activities for City Council approval of a 5-year Administrative Services Agreement with the County of Riverside related to CSA 152 funding for the NPDES Program.

Collaborated with IT to develop a paperless system using TrakiT software application for all NPDES inspections,and now in transition to document inspection notes via mobile device. What do we plan to do in Fiscal Year 2026? Continue collaborating with State and Local Jurisdictions to implement the new Tri-County (Orange, Riverside, & San Bernardino) NPDES Permit anticipated to be adopted in calendar year 2025. Workshops/meetings for the implementation process are ongoing. Riverside County Flood Control & Water Conservation District is also coordinating bi-weekly meetings with Permittees to discuss the new Permit.

Continue collaborating with CIP Engineering and Street Maintenance for Citywide installations/maintenance of Trash Capturing Devices for approximately 1,200 catch basins to comply with the State's Trash Provisions Order.

Continue collaborating with IT to implement a paperless system using the Trakit software application for all NPDES inspections.

Continue inspecting businesses, construction sites, and municipal facilities and responding to illicit discharges while enforcing appropriate action in accordance with the City Code and NPDES permit.

Continue collaborating with CIP for the Storm Drain & Stormwater Management Master Plan.

Continue collaborating with the Planning & Development Department to work with developers to install trash-capturing devices to catch basins for developments.

Continue collaborating with the Community Services Department to address Stormwater Management requirements for Corona Municipal Airport.

Continue distributing educational materials on Best Management Practices (BMPs) to prevent stormwater exposure to pollutants and eliminate non-stormwater discharges.

Continue updating and managing all data and submissions for the 12 Municipal Facilities overseen by the Public Works Department that are recognized by CalEPA as storing hazardous materials and/or generating hazardous waste.

Continue submitting Annual Emission Reports for the 10 Municipal Facilities overseen by the Public Works Department that AQMD permits.

Continue collaborating with CIP to ensure City compliance on various projects relative to Stormwater Management applications, hazardous waste management, and other environmental permits.

City of Corona | Proposed Budget Fiscal Year 2026 Page 333 Continue implementing the Advanced Clean Fleets regulation developed by CARB to reduce air pollutants from medium- and heavy-duty vehicles and equipment. This regulation requires the City to transition to zero-emission vehicles and equipment by 2025 for the government fleets and by 2045 for trucks and buses.

Continue maintaining the medium- and heavy-duty vehicle inventory in the Truck Regulation Upload, Compliance and Reporting System (TRUCRS) to maintain compliance with the Advanced Clean Fleet regulation. The regulation requires that changes to our medium- and heavy-duty fleet must be reported to CARB within 30-days and that an Annual Compliance Report be submitted no later than April 1.

Drainage Quality/NPDES
Budgeted Expenditures, by Expense Type
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((444555...666%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((444444...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((888...999%%%)))
UUUtttiiillliiitttiiieeesss (((000...666%%%)))
Contractual $52,477 $63,924 $73,333 $75,540 $2,207 3%
Materials And Supplies $211,081 $277,976 $329,686 $381,502 $51,816 15.7% Personnel Services $306,333 $359,363 $387,101 $387,938 $837 0.2% Utilities $1,840 $2,347 $4,570 $4,983 $413 9%
Total: $571,731 $703,610 $794,690 $849,963 $55,273 7%
Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 334 Drainage Maintenance Budget Detail
What do we do?
The Drainage Maintenance Program is responsible for the maintenance of sewer and storm drain lines within the CFD 2000-1 district. This program conducts inspection, repair, regular maintenance, and cleaning of storm drain systems to protect the public and the environment.

Goals & Objectives
What did we do in Fiscal Year 2025?
Cleared storm drains within CD 2000-1 as needed.

What do we plan to do in Fiscal Year 2026?
Continue to perform maintenance on storm drains within CFD 2000-1.

Drainage Maintenance
Budgeted Expenditures, by Expense Type
CCCooonnntttrrraaaccctttuuuaaalll (((777999...999%%%))) MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((222000...111%%%))) Contractual $2,816 $2,943 $3,036 $3,093 $57 1.9%
Materials And Supplies $0 $653 $794 $776 -$18 -2.3%
Total: $2,816 $3,596 $3,830 $3,869 $39 1%
Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 335 Streetlighting - Districts Budget Detail
What do we do?
The Street Lighting Program provides the maintenance and repair of the City's residential and arterial street lighting system.

Goals & Objectives
What did we do in Fiscal Year 2025?
Performed maintenance and repairs on approximately 632 streetlights and responded to 24 knocked-down streetlight poles.

Replaced 6 street light service point cabinets.

Performed quarterly nighttime street light surveys to increase preventative maintenance activities and decrease reactive maintenance.

What do we plan to do in Fiscal Year 2026?
Perform maintenance and repairs on all reported street light outages.

Replace all identified street light service point cabinets that have reached the end of their useful service life.

Perform quarterly nighttime street light surveys to increase preventative maintenance activities and decrease reactive maintenance.

Respond to and replace all hit streetlights in a timely manner to ensure public safety.

City of Corona | Proposed Budget Fiscal Year 2026 Page 336 Streetlighting - Districts
Budgeted Expenditures, by Expense Type
UUUtttiiillliiitttiiieeesss (((444555...555%%%)))
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((444333...222%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((111000...333%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((111%%%))) Contractual $95,259 $90,959 $412,280 $153,803 -$258,477 -62.7% Materials And Supplies $643,914 $656,300 $707,246 $642,895 -$64,351 -9.1% Personnel Services $11,505 $14,382 $15,167 $14,800 -$367 -2.4% Utilities $572,860 $671,096 $657,765 $676,527 $18,762 2.9% Total: $1,323,538 $1,432,737 $1,792,458 $1,488,025 -$304,433 -17% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 337 City Fleet Maintenance Budget Detail
What do we do?
The Fleet Services Program administers and maintains the operation and maintenance of all City-owned vehicles, heavy construction equipment, and machinery, including fire apparatus, emergency units and related equipment. This section is responsible for scheduling preventative maintenance and repairing the City-owned fleet, monitoring and maintaining the asset management system, and coordinating specialized repairs contracted with local vendors. This section also administers the vehicle and equipment replacement program, maintains and operates the City's fueling infrastructure, and oversees other fleet-related programs.

Goals & Objectives
What did we do in Fiscal Year 2025?
Completed 2254 preventative and corrective maintenance work orders for City vehicles.

Maintained the fire apparatus service schedule of 27 front-line/first-response units.

Identified 37 vehicles at the end of their lifecycle and obtained specs, quotes, and pricing of replacement vehicles in order to request budgeting for FY25.

Monitored fuel usage and maintained sufficient fuel supply across the City's unleaded, diesel, and Compressed Natural Gas (CNG) fuel stations.

Scheduled and maintained all Underground Storage Tanks regulatory compliance inspections and testing in the City's fueling stations.

Collaborated to create a comprehensive CNG Facility Maintenance Plan, including a Hazardous Material Business Plan, Site Map, and Emergency Plan.

What do we plan to do in Fiscal Year 2026?
Work with equipment manufacturers and City vendors to replace 22 vehicles and participate in the procurement of any new additions to the fleet.

Implement CNG compressor remediation based on the results of the CNG station evaluation.

Upgrade the automotive lift to accommodate the Fire Department's new Tractor Driven Aerial Fire Apparatus.

Collaborate with multiple divisions to develop a strategic EV- zero emission implementation plan to comply with current Federal and State regulation standards.

Obtain contract for offsite vendor to provide car washing services for city vehicles.

Continue to develop and train Fleet Staff in order to provide quality and dependable service for all the City's Divisions.

Service Adjustment Changes (Operating Budget)
Description Amount
Materials for Fleet's Office Renovation 750
Total $ 750
City of Corona | Proposed Budget Fiscal Year 2026 Page 338 City Fleet Maintenance
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((555000...444%%%))) UUUtttiiillliiitttiiieeesss (((222444...666%%%)))
PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((222111...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((333...111%%%)))
Contractual $150,928 $183,929 $185,000 $185,000 $0 0%
Depreciation $758,867 $942,980 $0 $0 $0 0%
Materials And Supplies $2,156,924 $2,716,208 $2,392,668 $2,971,153 $578,485 24.2% Personnel Services $1,063,227 $1,225,054 $1,116,902 $1,288,532 $171,630 15.4% Utilities $1,442,755 $1,345,996 $1,569,765 $1,452,250 -$117,515 -7.5% Total: $5,572,701 $6,414,168 $5,264,335 $5,896,935 $632,600 12% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 339 Utilities
Tom Moody
Director of Utilities
The mission of the Utilities Department is to protect public health by providing the highest quality water, reclaimed water, and electric utility services, as well as efficient sewer operations.

What do we do?
The Utilities Department provides water, reclaimed water, sewer, and electric utility services. *Rolling average from FY2023 Q4 through FY2024 Q3
City of Corona | Proposed Budget Fiscal Year 2026 Page 340 Utilities Department Organizational Chart
City of Corona | Proposed Budget Fiscal Year 2026 Page 341 Utilities - Expenditures Summary
$116,658,546
-$10,532,139
(-8.28% vs. prior year)
Expenditures, by Fund
EEEnnnttteeerrrppprrriiissseee FFFuuunnndddsss (((999999...222%%%))) SSSpppeeeccciiiaaalll RRReeevvveeennnuuueee FFFuuunnndddsss (((000...888%%%))) Special Revenue Funds $11,135,682 $11,688,233 $11,783,428 $947,213 -$10,836,216 -92% Enterprise Funds $111,214,201 $115,479,187 $115,407,256 $115,711,333 $304,077 0.3% Total: $122,349,883 $127,167,420 $127,190,684 $116,658,546 -$10,532,139 -8.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 342 Utilities
Budgeted Expenditures, by Function
Genera OOOpppeeerrraaatttiiiooonnnsss (((666000...666%%%))) GGeenneerraalll SSSeeerrrvvviiiccceeesss (((111888...555%%%))) FFFaaaccciiillliiitttiiieeesss MMMaaaiiinnnttteeennnaaannnccceee (((777...777%%%))) IIInnnfffrrraaassstttrrruuuccctttuuurrreee MMMaaaiiinnnttteeennnaaannnccceee (((555...555%%%))) UUUtttiiillliiitttyyy BBBiiilllllliiinnnggg///CCCuuussstttooommmeeerrr CCCaaarrreee (((333...999%%%))) RRReeeggguuulllaaatttooorrryyy CCCooommmpppllliiiaaannnccceee (((222...111%%%))) SSSuuussstttaaaiiinnnaaabbbiiillliiitttyyy///CCCooonnnssseeerrrvvvaaatttiiiooonnn (((000...999%%%))) WWWaaasssttteee DDDiiissspppooosssaaalll aaannnddd RRReeecccyyycccllliiinnnggg (((000...888%%%))) AAAiiirrrpppooorrrttt OOOpppeeerrraaatttiiiooonnnsss (((000...000111%%%))) Airport Operations $0 $0 $0 $12,313 $12,313 N/A
Debt Service & Depreciation $1,778,076 $1,771,511 $0 $0 $0 0% Facilities Maintenance $6,563,564 $8,043,552 $8,389,435 $9,021,920 $632,485 7.5% General Services $34,036,377 $35,127,831 $22,314,352 $21,551,257 -$763,095 -3.4% Infrastructure Maintenance $4,935,395 $4,974,283 $6,553,368 $6,395,248 -$158,120 -2.4% Operations $58,390,871 $59,502,566 $70,565,046 $70,683,110 $118,064 0.2% Regulatory Compliance $2,132,505 $2,117,698 $2,262,477 $2,436,256 $173,779 7.7% Sustainability/Conservation $496,289 $522,193 $1,012,037 $1,040,179 $28,141 2.8% Utility Billing/Customer Care $2,881,124 $3,419,555 $4,310,541 $4,571,052 $260,511 6% Waste Disposal and Recycling $11,135,682 $11,688,233 $11,783,428 $947,213 -$10,836,216 -92% Total: $122,349,883 $127,167,420 $127,190,684 $116,658,546 -$10,532,139 -8.3% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 343 General Services Budget Detail
What do we do?
The General Services division provides leadership, policy, support, and planning for the effective and efficient operation of the Utilities Department. The division provides support to all divisions within the department and works collaboratively with the Finance Department to provide budgetary, purchasing, financial, and analytical information that is required of our department.

Goals & Objectives
What did we do in Fiscal Year 2025?
Provided leadership and overall management of all Utilities Department activities.

Provided support to all Utilities divisions with development and management of budgetary items, purchasing requests, and policies and procedures.

Coordinated with the Finance Department to manage all financial activities for the Utilities Department, including, but not limited to, operating and capital expenditures, revenues, asset management, and grants.

Coordinated with the Human Resources Department to manage all personnel activities for the Utilities Department.

Assisted with customer questions and requests via phone and through SeeClickFix and e-mail.

Started the application for the Drinking Water State Revolving Fund loan, which offers up to 50% principal forgiveness, to help fund the PFAS Removal Project and support safe, clean drinking water.

Completed the rate study for all utilities, emphasizing community engagement and transparency, which led to the adoption of new five-year utility rates.

What do we plan to do in Fiscal Year 2026?
Continue to provide leadership, management, and support of all Utilities Department activities.

Continue to review policies and procedures to improve efficiencies and controls.

Continue to provide excellent customer service at all times.

Continue to apply for new grants and manage existing grants.

Continue to implement recommendations from the operational, organizational, and financial audit.

Start the biennial Fee Study to review and establish fair and equitable fees that accurately reflect the cost of providing quality services.

City of Corona | Proposed Budget Fiscal Year 2026 Page 344 General Services
Budgeted Expenditures, by Expense Type
MMMaaattteeerrriiiaaalllsss AAAnnnddd SSSuuuppppppllliiieeesss (((999000...333%%%))) PPPeeerrrsssooonnnnnneeelll SSSeeerrrvvviiiccceeesss (((888...999%%%))) CCCooonnntttrrraaaccctttuuuaaalll (((000...777%%%)))
UUUtttiiillliiitttiiieeesss (((000...222%%%)))
Contractual $108,756 $152,060 $196,414 $140,405 -$56,009 -28.5% Depreciation $13,330,233 $14,216,639 $0 $0 $0 0%
Materials And Supplies $18,140,153 $18,102,705 $19,276,469 $19,469,458 $192,989 1% Personnel Services $2,425,821 $2,625,154 $2,805,461 $1,907,359 -$898,102 -32% Utilities $31,414 $31,272 $36,009 $34,035 -$1,974 -5.5% Total: $34,036,377 $35,127,831 $22,314,352 $21,551,257 -$763,095 -3.4% Name FY2023 Actual FY2024 Actual FY2025 Adopted FY2026 Proposed $ Change (Prop. to Adop.) % Change (Prop. to Adop.) City of Corona | Proposed Budget Fiscal Year 2026 Page 345 Regulatory Compliance Budget Detail
What do we do?
The Regulatory Compliance division ensures the production and distribution of services pertaining to water, sewer, reclaimed water, and electricity operate in compliance with all applicable state and federal regulations related to quality, safety, and operational objectives.